Structuring for success - Developing a dynamic structure for your marketing team

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With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.

Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.

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Structuring for success - Developing a dynamic structure for your marketing team

  1. 1. Reshaping our go to marketsupport capabilitiesStart with the clientAnnabel PritchardBrand and Marketing Director, DeloittePresentation to B2B Marketing Leaders ForumThursday, 20 September 2012 ©2012 Deloitte LLP. All rights reserved.
  2. 2. First......the caveats!• Not best practice, right, or wrong – just our approach.• Our approach is changing as we build momentum for the future – so some of this is what we‟re finding works, some is what we‟re finding challenging, some is what we‟re doing about it.• Honest.• “Live” case study... so little in the way of measuring the effectiveness thus far.• Thinking and challenge points rather than text book theory.2 Start with the client ©2012 Deloitte LLP. All rights reserved.
  3. 3. Deloitte 1013 Start with the client ©2012 Deloitte LLP. All rights reserved.
  4. 4. Deloitte 101Structure overview Globally • FY12 consolidated worldwide revenues: US$31.3bn • 195,000 people • Member firms in over 150 countries Audit In the UK • FY12 revenues: £2.3bn • 12,500 people and 750 partners Tax • Varying levels of relationship with member firms in: – Switzerland; – CIS; and – Middle East. Consulting Corporate Finance4 Start with the client ©2012 Deloitte LLP. All rights reserved.
  5. 5. Deloitte 101Strategy overview“Our vision is to be the Distinctive Firm, standing out in ourmarkets through the impact we have on the reputation and success ofour clients. In pursuing this purpose, Deloitte contributes to asustainable and prosperous society.”5 Start with the client ©2012 Deloitte LLP. All rights reserved.
  6. 6. Our go to market approach6 Start with the client ©2012 Deloitte LLP. All rights reserved.
  7. 7. Our go to market approachCurrent structure Go to market = £50m RelatedCommunications Brand Marketing Insights • CRM• Public Relations • Corporate Marketing • Industries • Research incl. sponsorship • Performance• Public Affairs • Service Lines • Client need-to-know reporting • Talent Brand • Deloitte Client• Digital presence: • Regions • Thought leadership internet/intranet • Brand Management Experience incl. CSA • Platforms • Bids and pursuits• Online collaboration • Innovation • Creative Studio • International Markets• Internal • Corporate • Events Communications Responsibility • Private Markets • “In the Service Lines” 65 people 160 people 105 people7 Start with the client ©2012 Deloitte LLP. All rights reserved.
  8. 8. Our go to market approachCurrent state• Structure orientation – or client orientation?• Significant market impact – but need for better coordination.• Role definitions.• Opportunity for better effectiveness and efficiency.8 Start with the client ©2012 Deloitte LLP. All rights reserved.
  9. 9. Our go to market approachVision and strategy• Founded on the development of distinctive client relationships.• It builds on our positioning, reputation and relationships in the markets in which we choose to operate.• The „best of‟ Deloitte.• Supporting our partners and practitioners.• Start with the client.• Insight will be at the heart of the client experience.• Sustained focus on our overall brand and market positioning.• A client relationship-centric approach – self-evident?9 Start with the client ©2012 Deloitte LLP. All rights reserved.
  10. 10. Our go to market approachThe experience should reflect the different facets of the client Industry (Industries) Business Local business type community (Segment) (Regions) Client organisation Individual client Professional Career networks development (Communities) (Communities) Role (Communities)10 Start with the client ©2012 Deloitte LLP. All rights reserved.
  11. 11. Our go to market approachThe experience Integrated Insightful Focused Bespoke11 Start with the client ©2012 Deloitte LLP. All rights reserved.
  12. 12. Our go to market approachPotential structure? Brand & Marketing (the client champion) Corporate Industries Regions Platforms Service LinesCommunicationsInsightsClientDevelopmentOperations12 Start with the client ©2012 Deloitte LLP. All rights reserved.
  13. 13. Developing talent13 Start with the client ©2012 Deloitte LLP. All rights reserved.
  14. 14. Developing talentOur strategy“There is a fierce talent war in the market place, and we need tocompete, not only to attract the best people, but to retain our toptalent. We will do this by creating a distinctive talent experience,which demands, supports and rewards the highest performance,allows everyone to have the opportunity to shape their own careerand provides an environment where training and development aregenuinely first class.”14 Start with the client ©2012 Deloitte LLP. All rights reserved.
  15. 15. Developing talentExample – marketing curriculum15 Start with the client ©2012 Deloitte LLP. All rights reserved.
  16. 16. Developing talentLearning & Development Stretching role Work with new people Strategy development in different area Working with clients Working with leaders Experience Skills & behaviours Soft skills for progression Knowledge Skills & Insight Visibility of activities Across the department Technical skills Firm‟s strategy – what and why People management Digital16 Start with the client ©2012 Deloitte LLP. All rights reserved.
  17. 17. Developing talentLearnings from us• Structure to allow development.• Apply marketing skills to your L&D approach.• Learning doesn‟t always happen in a classroom.• Set clear objectives. Make them stretching, not a role profile.• Focus on your leaders – at every level.• Have a sustained programme – but tailor to your strategy and market place where relevant.• Be honest.17 Start with the client ©2012 Deloitte LLP. All rights reserved.
  18. 18. Raising the profile of marketing18 Start with the client ©2012 Deloitte LLP. All rights reserved.
  19. 19. Raising the profile of marketingLearnings from us• Get the business to do it for you.• Get clients to do it for you.• Build one to one relationships.• Ask.• Listen.• Respond.• Communicate.19 Start with the client ©2012 Deloitte LLP. All rights reserved.
  20. 20. ©2012 Deloitte LLP.Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited. Please see www.deloitte.com/about for a detailed description of Deloitte Touche TohmatsuLimited.20 Start with the client ©2012 Deloitte LLP. All rights reserved.

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