Perspective   Thomas Ripsam              Yogesh Pandit              Caren Fleit              Jennifer CarrollA MarketingId...
Contact InformationBOOZ & COMPANY                                                            KORN/FERRY INTERNATIONALAmste...
EXECUTIVE        A series of disruptive forces is redefining what it takes to                 deliver marketing excellence...
KEY FINDINGS                                            MARKETING’S                              messages. Consumers want ...
out the larger implications of these                     more to actively drive growth, with                 the use of da...
NOT ALL                                  testing, dashboards), innovation                                         (engagin...
Exhibit 2A Lack of Focus on Marketing Capabilities    IMPORTANCE OF EACH MARKETING CAPABILITY1                            ...
are more likely to narrow their focus                 variety of things pretty well, but no    customers. The company stre...
ones—campaign management, media          the attention of management and         marketing to engage consumers andbuying, ...
FOSTERING THE                                            With so many marketing organi-                                   ...
dimensions by shepherding resources        these by employing talent manage-        Southwest Airlines has made aacross fu...
followers to be focused on providing                     on technical skills and leadership                     drive desi...
SETTING THE                               Leadership style: Best-in-class senior                                          ...
differ markedly from their less                            without being aloof or too distant.                         tha...
GETTING                                      organizations? We have recognized                                            ...
The most recent             Worldwide	Officeslist	of	our	officesand	affiliates,	with        Asia                          ...
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Boozco marketing-identity-check A Marketing Identity Check: Differentiated Capabilities Earn the "Right to Win"


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Publish Date:
October 12, 2011

Pandit, Yogesh; Ripsam, Thomas

Booz & Company, Korn/Ferry International, and the Association of National Advertisers (ANA) recently conducted a survey of 350 senior marketing professionals across many industries to find out how the role of marketing is evolving. This Leading Research presents the findings and our analysis.

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Aerospace & Defense, Automotive, Chemicals, Consumer Products, Energy & Utilities, Financial Services, Health, Industrials, Media & Entertainment, Oil & Gas, Private Equity, Public Sector, Retail, Technology, Telecommunications, Transportation

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Marketing & Sales

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Transcript of "Boozco marketing-identity-check A Marketing Identity Check: Differentiated Capabilities Earn the "Right to Win""

  1. 1. Perspective Thomas Ripsam Yogesh Pandit Caren Fleit Jennifer CarrollA MarketingIdentity CheckDifferentiatedCapabilities Earnthe “Right to Win”
  2. 2. Contact InformationBOOZ & COMPANY KORN/FERRY INTERNATIONALAmsterdam New York ChicagoCoen De Vuijst Matthew Egol Jennifer CarrollPartner Partner Senior Client Partner+31-20-504-1941 +1-212-551-6716 jennifer.carroll@kornferry.comFlorham Park, NJ Edward Landry New YorkThomas Ripsam Partner Caren FleitPartner +1-212-551-6485 Senior Client Partner+1-973-410-7603 Yogesh PanditLondon PrincipalRichard Rawlinson +1-212-551-6745Partner Shanghai John JullensMexico City PrincipalCarlos Navarro +86-21-2327-9800Partner authors would like to thank Ed Landry, Brigitte Morel-Curran, Josh Peters, and Raju Sarma for their valuable contributionsto this Perspective. Booz & Company
  3. 3. EXECUTIVE A series of disruptive forces is redefining what it takes to deliver marketing excellence. These forces include a growingSUMMARY emphasis on individuals and their role in communities, the rise of mobility, the proliferation of consumer data and technology, and an increasing need for business-to-business collaboration to effectively meet business customer needs. These trends are upending traditional marketing models by fundamentally changing the nature of buying decisions, including what, how, and where consumers and businesses purchase products and services. Booz & Company, Korn/Ferry the lead of best-in-class marketing International, and the Association organizations that are establishing of National Advertisers (ANA) their “right to win” in their respective recently conducted a survey of 350 markets by narrowing their focus senior marketing professionals across and investing selectively in a few many industries to find out how differentiated capabilities where they the role of marketing is evolving at can create a distinct competitive their companies in response to these advantage. Once these priorities are changes in the marketing and media established, marketing leaders can ecosystem. Their responses reveal that methodically evaluate their talent most are trying to tackle the challenge needs, create tailored compensation by spreading their bets across a and incentive programs to drive variety of capabilities, a multipronged capability-building behaviors, and approach that is exacerbating funding, attract and cultivate the kinds of talent, and other resource constraints. future leaders who will enable their companies to adapt and succeed in With so much in flux, and so much any environment. at stake, now is the time to followBooz & Company 1
  4. 4. KEY FINDINGS MARKETING’S messages. Consumers want to control the buying process, and thanks to the • Fifty percent of our METAMORPHOSIS Internet and mobile technology, they can make a purchase anytime, any- respondents rate five or more where. The proliferation of buying core marketing capabilities channels has opened up new realms as “very important” to their to marketers, enabling them to inter- organization’s future success, act with consumers and businesses in indicating that they are trying Ten years ago, there was no ways that weren’t possible before. to master multiple capabilities Facebook, Twitter, or iPhone. as a way to manage dramatic The most advanced form of social Collectively, these sweeping changes change in the marketing networking was a chat room or an have significant implications for mar- ecosystem. online forum. The first generation of keters, forcing them to come to grips • This multipronged approach is smartphones had just hit the market, with a host of pressing questions: exacerbating funding, talent, and they provided only bare-bones Which core capabilities will we need and other resource constraints access to the Web. Customer rela- over the next 10 years to differentiate at their organizations at a tionship management (CRM) was our company in the marketplace and time when they are facing proving better in theory than in establish the right to win? How will heightened scrutiny. practice because it was so difficult we identify and incorporate the right and expensive to collect, analyze, processes, people, and tools to help • Seventy-five percent of our and apply detailed information on develop these capabilities? What attri- respondents report seeking consumer behavior. butes should we look for in the next to develop new capabilities generation of marketing leaders? in-house, elevating the Much has changed since then. The importance of finding and dramatic evolution of technology Booz & Company, Korn/Ferry retaining the right people. has fundamentally altered the way International, and the Association of consumers approach buying deci- National Advertisers (ANA) con- • Marketing organizations are sions. Today, their purchase decisions ducted a joint survey of 350 senior struggling to find the right are influenced as much by their own marketing professionals to help balance between specialists, communities as by clever marketing answer these questions and flesh who are needed for emerging areas such as digital marketing, and integrators, who lack knowledge of such functions but are critical for fostering collaboration across specialties. • Leading marketing organizations are optimizing their workforce by focusing on three things: fostering a diverse mix of skills, aligning incentives and compensation to support new skills and drive desired “Analytics, data, and technology— behaviors, and creating tailored development programs to these forces have taken marketing formalize career paths. to a whole other level.” — Chief marketing officer for a global mass-market retailer2 Booz & Company
  5. 5. out the larger implications of these more to actively drive growth, with the use of data. Finally, the respon-disruptive trends on the business of the same or fewer resources, while dents said they were stepping up theirmarketing. In our quantitative survey their spending is subjected to a new efforts to play a more integrative rolequestions and qualitative interviews, level of scrutiny. across business units and productwe asked senior-level marketers to lines to strengthen the effectivenessreflect on how the role of market- In light of these new demands, and quality of their marketing is evolving at their companies in marketing leaders are actively redefin-response to changes in the marketing ing their roles, stressing four main Marketing organizations increas-and media ecosystem. qualities to deliver more efficient ingly recognize that capabilities are and effective marketing programs. the conduit to infusing these quali-Predictably, the respondents report Marketers tell us they are adopting a ties into their day-to-day operations.that the changing landscape is more collaborative approach to core That means they are focused moreelevating the importance of certain marketing functions to ensure that than ever on cultivating the rightfunctions in their marketing organi- they leverage multiple channels and blend of processes, people, and toolszations, with developing and leading skill sets. They are being more for the job—and doing it in a waycompany-wide marketing efforts chief strategic about their marketing that is both coherent and financiallyamong them (see Exhibit 1). Their agenda, aligning it with the com- prudent. They are also more attunedanswers highlight the significant pany’s overall goals. Marketing to the need to put people at the toppressures that marketing departments is becoming more accountable by who can help lead and manage anow face: They are being asked to do proving marketing returns through capabilities-driven agenda.Exhibit 1What Is Becoming More Important for Marketing Organizations? Leads company-wide marketing efforts 61% Develops brands, products, and new businesses 51% Provides marketing services 50% Drives organization change 44% Responsible for top- and bottom-line performance 44% Primary strategy advisor to CEO and/or individual business units 43% Improves marketing effectiveness and efficiency of business units 41% Sets growth targets 26%Note: Top 2 boxes, by percentage of respondents; N = 318.Source: 2011 Marketer Survey by ANA, Korn/Ferry International, and Booz & Company; Booz & Company analysisBooz & Company 3
  6. 6. NOT ALL testing, dashboards), innovation (engaging customers in new ways, seven, our respondents had difficulty prioritizing them, instead ratingCAPABILITIES developing new channels), integrated them all as very important. RatherARE CREATED multimedia campaigns (using mul- tiple media across multiple channels), than focus on becoming best in class in two or three areas, they considerEQUAL customer relationship management almost all of them to be crucial. In (managing data and relationships fact, exactly half of our respondents across touch points), portfolio rate five or more of the capabilities as management (managing performance “very important” to their organiza- across a broad set of products or tion’s future success (see Exhibit 2). offerings), customer insights (surveys,There is a general consensus among panels, ethnography), and “owned” This pursuit of multiple capabili-marketing leaders that the increasing digital assets (websites, games, ties is problematic because it tendspressure to contribute to growth with communities). to exacerbate a number of chal-little change in their budgets means lenges that marketers already face.they need to invest more wisely in Our respondents also agree that the Funding constraints are a particularlynew capabilities. Our study identified degree of investment in the processes, thorny issue in today’s operatingeight marketing capabilities for driv- practices, people, technology, and environment, and we saw this ining the success of current and future behaviors that support these capa- our survey, as funding ranked as themarketing efforts: digital marketing bilities has a direct impact on their top challenge for companies trying(online, mobile, social marketing), effectiveness. Yet when asked to score to build capabilities (see Exhibit 3).marketing effectiveness (metrics, these capabilities on a scale of one to Companies with the fewest resources “The digital revolution has caused major change and disruption. It’s requiring us to add new capabilities.” — Chief marketing officer for a global packaged foods company4 Booz & Company
  7. 7. Exhibit 2A Lack of Focus on Marketing Capabilities IMPORTANCE OF EACH MARKETING CAPABILITY1 NUMBER OF CAPABILITY PRIORITIES2 Digital marketing 72% All 8 9% Marketing effectiveness 60% 7 or more 19% Marketing/channel innovation 60% 6 or more 33% Integrated multimedia campaigns 58% 5 or more 50%Customer relationship/lead management 57% 4 or more 66% Portfolio management 50% 3 or more 77% Customer insights 49% Developing “owned” digital assets 42% 2 or more 89%1 On a scale of 1 (least important) to 7 (most important); top 2 boxes; N = 323.2 Percentage of respondents rating number of capabilities as 6 or 7 on scale; N = 328.Source: 2011 Marketer Survey by ANA, Korn/Ferry International, and Booz & Company; Booz & Company analysisExhibit 3 Leads company-wide marketing effortsTop Challenges to Building Capabilities 61% Develops brands, products, and new businesses 51% Provides marketing services 50% Funding organization change Drives 44% 44% Responsible for top- and bottom-line performance 44% Talent with the right skills 42% Primary strategy advisor to CEO and/or individual business units 43% Improves marketing effectiveness and efficiency of business units 41% Technology or systems 36% Sets growth targets 26% Organizational culture 35% Perception of marketing across the organization 23% CEO buy-in 22%Note: Top 2 boxes, by percentage of respondents; N = 295.Source: 2011 Marketer Survey by ANA, Korn/Ferry International, and Booz & Company; Booz & Company analysisBooz & Company 5
  8. 8. are more likely to narrow their focus variety of things pretty well, but no customers. The company strength-out of basic necessity; those with an single capability differentiates them ens the effectiveness of its market-annual marketing budget of US$5 in the marketplace. By contrast, com- ing efforts by tracking customermillion or less are much more likely panies with best-in-class marketing responses to its marketing messagesto pursue greater use of customer nearly always establish the right to across a range of touch and insights, for example. win by being superior at a select few capabilities. The lesson is that leading marketersMarketing organizations’ general understand that not all capabilitieslack of focus on capabilities runs For instance, American Express has are created equal. They have learnedcounter to a critical lesson proven by established a reputation for best- to distinguish the capabilities theyleading examples in the marketplace: in-class customer service, in part need by three separate classes:Less is often more. The cover-your- through its use of digital assets such right to play, right to compete, andbases tack that marketers seem to as open forums that help it develop right to win (see Exhibit 4). Right-favor now may allow them to do a personalized relationships with its to-play capabilities are the basicExhibit 4Marketing Capability Tiers Level 3 Right- to-Win Capabilities Right-to-Compete Level 2 Capabilities Table Stakes/ Level 1 Right-to-Play CapabilitiesSource: Booz & Company analysis6 Booz & Company
  9. 9. ones—campaign management, media the attention of management and marketing to engage consumers andbuying, budgeting, etc.—that any continuous benchmarking. get real-time insights into how itsmarketing organization should have. products are used.Right-to-compete capabilities are Putting a unique spin on a capabil-those that any industry player must ity area is just as important. Two Of course, there is no gold standardhave in order to compete effectively. companies can decide to pursue the for which capabilities should matterThese would include, for example, same three capabilities and end up most to marketing organizations.CRM in the financial services arena, with completely different position- Rather, each company needs to tailorformat optimization in retailing, ing in the market. A big part of the its choices to its unique strategy andand brand management in consumer success behind Apple, for example, its positioning in the market. Justpackaged goods. is that the company combined because social media is popular does three core capabilities—customer not automatically make it a differen-While these capabilities are essen- insights, innovation, and digital tiated capability for every organiza-tial and firms must maintain a basic marketing—to establish a winning tion; marketing leaders should weighcompetence in each, only right-to-win and coherent marketing strategy that how important social media is to thecapabilities require a best-in-class incorporates the company’s values company’s overall strategy and allo-position. Companies become known and feeds its trendsetting image in cate an appropriate level of invest-for the capabilities they cultivate at the marketplace. The company’s ment. The chief marketing officer atthis level because they enable them to product strategy is anchored in its a global beverage company perhapspursue a differentiated way to play in deep insights about usage and value said it best: “Marketers must often bethe market. This, of course, takes no propositions, and its open innovation charged with saying ‘no’ to change,small degree of effort. A world-class platform delivers products that meet by building a clear positioning andcapability requires more than sig- customers’ needs. Apple supports this staying with it.”nificant investment; it also demands unique process by leveraging digitalBooz & Company 7
  10. 10. FOSTERING THE With so many marketing organi- zations trying to accomplish so ing and cultivating the right talent— to drive change internally or manageRIGHT TALENT much, it is no surprise that they are a growing network of outside part- scrambling to find the right people ners. This is no easy task. In fact, and partners needed to develop new finding people with the right skills capabilities. Seventy-five percent ranked as the second most daunting of our marketing leaders say they challenge to building capabilities. planned to drive change within their organizations by building capa- One of the refrains that came out of bilities in-house, while 58 percent our interviews with senior marketing indicate they will turn to outside leaders is that they are struggling to partners for help (see Exhibit 5). find an appropriate balance between specialists, who by definition bring Either approach necessarily means specialized skills to the organiza- that marketers need to place more tion, and integrators, those who emphasis than ever before on attract- can solve problems with multipleExhibit 5Building Capabilities from Within HOW MARKETERS PLAN TO DRIVE CHANGE Developing capabilities in-house 75% Outsourcing new capabilities 58% Strategic partnerships 54% Center of excellence 45% Leveraging an ecosystem of networks 31%Note: Percentage of respondents selecting each answer (“Select all that apply”); N = 328.Source: 2011 Marketer Survey by ANA, Korn/Ferry International, and Booz & Company; Booz & Company analysis8 Booz & Company
  11. 11. dimensions by shepherding resources these by employing talent manage- Southwest Airlines has made aacross functional areas. Marketing ment systems that identify workforce name for itself in the quality of itsorganizations need specialized talent requirements for delivering on their customer service, a differentiatingfor areas such as digital marketing, chosen business strategy. Best-in- capability that stems from its hiringsocial marketing, and multimedia, class talent management systems are philosophy of “hire for attitude, andbut specialists by definition lack the rooted in three key dimensions: roles train for skills.” People are hiredkind of broad management skills and required competencies, career for specific roles, but the company’sthat are required to move into an development and processes, and cooperative culture and structuredintegrator role. This has made it dif- incentives and compensation. incentives encourage them to col-ficult for marketing leaders to create laborate and embrace a “work hard,satisfactory career paths for special- Roles and Required Competencies play hard” mind-set.ists. Integrators, on the other hand, Once an organization decides whichlack knowledge of new marketing capabilities it is going to pursue, it Career Development and Processesfunctions and activities and aren’t can define the roles and competen- Attracting the right people is onlyas responsive to increased industry cies it will need for specific posi- part of the equation—they need tocomplexity. But their critical and cre- tions and areas of expertise. Part see how their roles will evolve ifative thinking skills, combined with of this process is identifying what they are to stay with the companytheir ability to collaborate across specific skills the organization will and remain productive and creativespecialties, are integral to the success need to add to align marketing’s contributors. Respondents inof many marketing efforts. overall role with the company’s our survey who described their strategic direction and future growth companies as leaders in theirLeading marketing organizations opportunities. respective markets were moreare addressing challenges such as likely than self-described market “A key question to answer around digital is, How do you staff for [it]?” — Senior vice president of brand marketing at a leading financial services companyBooz & Company 9
  12. 12. followers to be focused on providing on technical skills and leadership drive desired behaviors and inhibita competitive career path for ability. The development program undesired employees (see Exhibit 6). was customized for frontline, midlevel, and executive staffers, and Google understands this better thanLeading companies tell us that incorporated into the company’s most companies. Its unique talenttailored development programs help university relations and diversity system encourages innovation andin this regard by identifying criti- initiatives. agility by requiring employees tocal employee life-cycle touch points spend 20 percent of their time onfor each segment of the talent pool, Incentives and Compensation projects of their choosing. In thisensuring their growth and retention. Success doesn’t come by accident; way, the company helps balance the it stems from identifying what demands required of each role withIn shifting its talent system to success looks like and encourag- other competing interests. It continu-address a shortage of leaders, energy ing behaviors that yield the desired ally refines its talent system to limitcompany Shell identified talent results. Well-designed reward subjectivity between high and lowwithin the company by focusing systems are one of the key levers to performers.Exhibit 6Leaders Establish Career Paths DRIVING CHANGES IN THE MARKETING ORGANIZATION (PROVIDING A COMPETITIVE CAREER PATH FOR MARKETERS) 44.4% 13.9% 30.5% Leaders FollowersSource: 2011 Marketer Survey by ANA, Korn/Ferry International, and Booz & Company; Booz & Company analysis10 Booz & Company
  13. 13. SETTING THE Leadership style: Best-in-class senior marketing leaders demonstrate a Decision making: When making decisions and solving problems,RIGHT TONE social and participative leadership best-in-class senior marketing style. They tend to be approachable leaders demonstrate an ability to and informal, as well as inclusive and combine creativity and decisiveness. interactive in their relationships with They tend to look into issues from others. They solicit others’ inputs and multiple angles and appreciate diverse are responsive. They are collaborative perspectives. They are comfortableMany of the companies we spoke and open to alternative viewpoints. with complexity and ambiguitywith pointed to the importance of When leading their teams, they favor because they are problem solvers.setting the right tone by instilling the free flow of ideas, encourage They also make decisions promptlysenior marketing executives with consensus, and foster buy-in. They to keep projects on track and meetcertain traits that will enable them to delegate and lead through a focus on commitments.evolve as the scope of their responsi- outcomes; they are “hands-off” andbilities changes. These traits broadly prefer leading from a broad business Emotional maturity: A separatecover three major areas: leadership perspective than through functional survey conducted by Korn/Ferrystyle, decision making, and emotional expertise. International found that the top 20maturity. percent of senior marketing leaders “Our biggest need is innovative or unconventional thinkers who know how to think about the future and how to do things that haven’t been done before.” — Chief marketing officer of the beverage unit of a global food and beverage makerBooz & Company 11
  14. 14. differ markedly from their less without being aloof or too distant. that support the company’s strategicsuccessful peers when it comes to They “read the room” and can goals. Namely, these leaders are abletheir overall emotional maturity (see anticipate others’ reactions; they to identify the capabilities that will beExhibit 7). They are noticeably more can size up others and deal with needed in the future to maintain ancomfortable dealing with change and social nuance. industry-leading position or sourceuncertainty, and they can address and manage resources effectively tounpredictable situations without Firms that capture these traits in maximize the skill sets of individualstress. They keep calm and collected their marketing leaders find that they contributors.under challenging circumstances translate into a few critical behaviorsExhibit 7Emotional Competencies of Senior Marketing Leaders EMOTIONAL MATURITY STYLES OF TOP 20% VS. BOTTOM 20% Degree of Behavior 7 6 Top 20% 5 4 Bottom 20% 3 2 1 Ambiguity Composure Empathy Energy Humility Confidence ToleranceNote: Based on detailed behavioral profiles of 294 marketing leaders. Best-in-class marketing leader ranking (top 20% and bottom 20%) is based on compensation.Source: Korn/Ferry International behavioral profiler12 Booz & Company
  15. 15. GETTING organizations? We have recognized throughout this article that eachSTARTED company is unique, and this applies to the ways in which they identified and developed their own special blend of differentiated capabilities. That said, our work on behalf ofGiven the increasing pressures and marketing organizations has yieldeddisruptive forces they face, market- a foundational three-step frameworking organizations can’t be blamed for for capitalizing on our surveytrying to be everything to everyone. findings:With so many opportunities now toconnect with consumers and busi- 1. Identify the two or three differenti-nesses in new ways, it is difficult to ated capabilities your organizationknow which capabilities are worth should pursue to establish a rightpursuing and which are better left to to win in the markets in which youothers. But just as in the old fable in compete, and reallocate resourceswhich the boy can’t remove nuts from currently used to support table About the Authorsthe jar by the handful, marketers risk stakes capabilities and other non-becoming stuck in place, victims of core activities. Thomas Ripsam is a partner with Booz & Company based in Florham Park,trying to do too much at once. N.J. He specializes in strategy-based 2. Find and manage the neces- organization and operating model transfor-The examples provided by renowned sary talent that will support the mations to improve top- and bottom-linemarketing organizations bear out the development of your differentiated performance, with particular focus on sales,lesson that leading in two or three capabilities, tailor incentives and marketing, and general and administrativedifferentiating capabilities is far better compensation around transpar- functions.than being above average in many. ent performance benchmarks, andThese companies earn the right to create competitive career pathways. Yogesh Pandit is a principal with Booz & Company based in New York. Hewin not by excelling in capabilities specializes in developing growth strate-that everyone has, but by focusing 3. Develop existing talent and screen gies for his clients, with a particular focuson those that require a best-in-class potential new leaders to ensure that in marketing strategy and the design of theposition. In each case, these compa- they exemplify the right behaviors: marketing organization.nies succeeded because they built, agility, emotional maturity, inclu-governed, and integrated these select siveness, and creative thinking. Caren Fleit is a senior client partner basedcapabilities in a programmatic way, in Korn/Ferry International’s New York office. She specializes in the recruitment aligned with the company’s overall A marketing organization that and development of senior marketingstrategy and culture, and proactively engages in capability building in this executives for customer-facing organiza-managing the needs of an extended careful and coherent way will put tions across a broad range of industriestalent system. itself in position to face mounting and ranging from global public companies pressures and prove its worth to its to private companies and venture-backedBut where did they start? How company’s overall strategic mission startups, with a focus on companies seek-did the process unfold inside their during these rapidly changing times. ing to drive strategic transformation and growth. Jennifer Carroll is a senior client partner based in Korn/Ferry International’s Chicago office. Her expertise revolves around recruitment and development for a wide variety of transformation-focused organiza- tions in advertising and marketing services, as well as corporate senior marketing lead- ership roles for a portfolio of cross-sector business-to-consumer and business-to- business companies.Booz & Company 13
  16. 16. The most recent Worldwide Officeslist of our officesand affiliates, with Asia Middle Eastaddresses and Beijing Brisbane Helsinki Abu Dhabi Detroittelephone numbers, Delhi Canberra Istanbul Beirut Florham Parkcan be found on Hong Kong Jakarta London Cairo Houstonour website, Mumbai Kuala Lumpur Madrid Doha Los Seoul Melbourne Milan Dubai Mexico City Shanghai Sydney Moscow Riyadh New York City Taipei Munich Parsippany Tokyo Europe Paris North America San Francisco Amsterdam Rome Atlanta Australia, Berlin Stockholm Boston South America New Zealand & Copenhagen Stuttgart Chicago Buenos Aires Southeast Asia Dublin Vienna Cleveland Rio de Janeiro Auckland Düsseldorf Warsaw Dallas Santiago Bangkok Frankfurt Zurich DC São PauloBooz & Company is a leading global managementconsulting firm, helping the world’s top businesses,governments, and organizations. Our founder,Edwin Booz, defined the profession when he estab-lished the first management consulting firm in 1914.Today, with more than 3,300 people in 60 officesaround the world, we bring foresight and knowledge,deep functional expertise, and a practical approachto building capabilities and delivering real impact.We work closely with our clients to create and deliveressential advantage. The independent White Spacereport ranked Booz & Company #1 among consult-ing firms for “the best thought leadership” in 2010.For our management magazine strategy+business,visit to learn more aboutBooz & Company.©2011 Booz & Company Inc.