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Patrice Favière - EffectiveBrands - HUBFORUM Paris 2013
 

Patrice Favière - EffectiveBrands - HUBFORUM Paris 2013

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HUBFORUM PARIS 2013 ...

HUBFORUM PARIS 2013
Panel : Report # The Future of Digital Marketing
Intervenant : Patrice Favière - Partner Director - EffectiveBrands

http://www.hubforum.com/paris/2013/
www.hubinstitute.com

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  • First let’s look at external challenges
  • Then let’s look at internal challenges
  • Business preformance
  • MROI
  • Only the third is brand health that used to be #1 – from brand to business focus
  • Google expectsgooglinessZappos offers you a 2,000 check to leave

Patrice Favière - EffectiveBrands - HUBFORUM Paris 2013 Patrice Favière - EffectiveBrands - HUBFORUM Paris 2013 Presentation Transcript

  • Patrice  Faviere   Effec-veBrands  
  • Global  Marke-ng  Leadership  Summit  2010   About  Effec-veBrands   Shanghai,  London,  Amsterdam,  New  York,  Singapore   75  Global  Marke-ng  Consultants,  25  Na-onali-es   Presence  in  New  York,  London,  Amsterdam,  Paris,  Istanbul,  Singapore,  Tokyo   Global  Marke-ng  Exper-se   Developing  and  Embedding   Prac-cal  
  • A  lot  is  changing  in  the  Marke-ng  World  
  • From  Digital   Marke-ng   to     Marke-ng     in  a  digital     Age  
  • @marke-ng2020EB   That  why  we  ini-ated     The  biggest  and  most  global     marke2ng  leadership  program  ever    
  • ...to  help  drive  future  business  growth  
  • Over  250  Vision  CMO  and  peer  interviews  
  • Over  10,231  par-cipants  and  3,565  full   survey  respondents  from  92  countries  
  • Today:     1.  Top  Marke-ng2020   challenges   2.  Winning  brands   characteris-cs     3.  CMO  leadership  
  • Top   Marke-ng2020   Challenges  
  • Infobesity   «  Big  Data  is  like  sex  at  high   school  –  everybody  talks  about  it   but  nobody  does  it  or  does  it   well  ».    CMO  USA  
  • «  An#ciper  le  désir,  mais  rester   dans  le  désir,  et  ne  pas  devenir   «  Big  brother  is  watching  you  »  .     CMO  France   Privacy  risks  
  • «  I  had  a  talk  with  my  daughter.  It   turns  out  there’s  been  some   ac#vi#es  in  my  house  I  haven’t   been  completely  aware  of  ».    Dad   to  Target  Manager,  Minnesota   Privacy  risks  
  • Touch  point  consistency     «  On  a  du  mal  à  accoucher  d’une   vraie  stratégie  digitale,  on  va  nous   proposer  50  ac#ons  one  shot  en  qui   sont  sympas,  marrantes,  mais  pas   forcément  en  cohérence  360°  avec   la  plateforme  globale».    CMO   France  
  • INCONSISTENCY   DEPTH   Value  Proposi-on   Brand  Value  in  a  Digital  World   BREADTH   Touchpoints/Experience   BREACH  OF     PRIVACY  
  •                  Total                      Experience  
  • «  Un  projet  d’innova#on  doit  pouvoir   être  géré  par  un  contrôleur  de  ges#on,   par  qqun  de  l’industriel  ou  de  la  R&D,   ce  qui  permet  aussi  de  tester  les   capacités  d’organisa#on  et  de   leadership  de  gens  qui  ne  sont  pas   forcément  de  la  fonc#on  marke#ng  ».     CMO  France   Organiza-onal  silos  
  • «  L’entreprise  souhaite  faire   décroître  toutes  ses  fonctions  que   ce  soit  au  niveau  central  ou  au   niveau  local.  Ces  gains  de   productivité,  on  les  demande  à   tout  le  monde  ».    CMO  France   Doing  more  with  less  
  • Lack  of  influence   «  Le  marketing  n’est  pas  au  centre   de  notre  entreprise  alors  qu’on  a   un  vrai  rôle  à  jouer  par  rapport  à   l’image,  et  par  rapport  à  ce  qu’on   raconte  aux  clients  ».    CMO  France   -­‐  B  to  C  
  • So,     what  does  it     take  to  win?  
  • Valida-on   Over   performers   Under   performers        21  
  • Clear  strategy  and  dashboard  
  • Connec-ng  at  the  top  to  influence  the  company  growth   agenda   60%   58%   50%   2006   2013   40%   30%   38%   33%   20%   10%   0%   19%   Marke-ng  works  closely  with  the  CEO  to   Marke-ng  approves  large  growth-­‐ establish  the  company’s  strategic     oriented  ivestment  decisions  such  as   growth  agenda   entering  new  markets,  launching  new   products,  etc.  
  • Strategy:   Knowing,  Believing,  Ac-ng   “Local  marke-ng   understands  the  global   strategy”   49%   53%   59%   Under-­‐   Average   Over-­‐   performer   performer   “It’s  clear  what  the   strategy  is  for  the  brand   I’m  working  on”   56%   66%   70%   Under-­‐   Average   Over-­‐   performer   performer   “I  support  the  global   strategy  of  the  brand  I’m   working  on”   63%   68%   75%   Under-­‐   Average   Over-­‐   performer   performer  
  • Linking  KPIs  with  business  success   70   65   60   55   50   45   40   35   30   Underperform   Overperform   45   38   We  have  right  data  and   analy-cs  available  to  measure   marke-ng  effec-veness     67   46   42   33   Our  brand  KPIs  are  clearly   We  are  able  to  leverage  all  data   linked  to  overall  business   and  analy-cs  available  to   performance     improve  our  marke-ng   effec-veness  
  • #  1  
  • #  2  
  • #  3  
  • Purposeful  posi-oning  
  • Purpose  drives  business  growth     I  believe  that  brands  with  a  clear  purpose  have  the  ability  to  drive   80%   70%   60%   50%   40%   Agree   30%   Disagree   20%   10%   0%   Business  Growth   Higher  Margin   Higher  Price  
  • Human  brands  make  healthy  businesses   WHY  DO  WE  EXIST  AS  A  BRAND?   Affordable  design   HOW  DO  WE  IMPACT  THE  LIVES  OF   HUMAN-­‐BEINGS?   Adding  colours  to  people’s  lives  
  • Big  opportunity  to  win  on  a  func-onal  and  societal   level   100%   90%   80%   70%   60%   50%   40%   30%   20%   10%   0%   34%   9%   41%   16%   27%   In  my  industry  there  is   currently  liSle  funcTonal   differenTaTon  between   compeTng  brands   6%   28%   11%   Strongly  Agree   39%   18%   38%   26%   10%   In  my  industry  there  is   currently  liSle  emoTonal   differenTaTon  between   compeTng  brands   Neither  agree,   21%   3%   nor  disagree   In  my  industry  there  currently   Disagree   is  liSle  differenTaTon  between   compeTng  brands  on  societal   Strongly   purpose   disagree   Agree  
  • Purpose  drives   internal   collabora-on  
  • Engage  internally  as  well  as  externally   Under  Perform   90   80   Overperform   84   72   70   63   60   60   50   43   47   40   I  am  proud  of  my  brand’s   purpose   In  our  company  we  ensure  that   We  conTnuously  engage  our   all  employees  are  fully  engaged   consumers  and  customers   with  our  brand  purpose   around  our  brand’s  purpose  
  • “Googliness”  
  • $2,000  “Leave  Now”  check  
  • Integra-on  is  the  organiza-onal  focus  for  2020  
  • From   CMO Product Manager Marketing Strategies Manager Advertising Director Public Relations Manager Market Research Director Promotion Director Staff Staff Staff Staff Staff Staff
  • To  
  • From  Global/Local  to  Networked  Structure  
  • Seamless  coordina-on  —  Complementary  set  of  skills   Think   Analy-cs   Marketers   Do   Produc-on/Content   Marketers   Feel   Engagement   Marketers  
  • +30%   Extrac-ng  insights  from  Big  Data  
  • Build   Lets  Take  a  Client's  Perspec-ve  …  
  • Why  do  we     discuss  business   performance  every   month     and     human  performance   only  twice  a  year  for     60  minutes?  
  • Capabili-es  have  the  strongest  correla-on  to   revenue  growth,  brand  health  and  MROI   %  Very  Good  and  World  class   Under  Perform   60   55   50   45   40   35   30   25   20   15   10   Overperform   52   50   42   24   26   15   Consumer  Understanding  &   insights   Brand  PosiToning   Brand  Strategy  
  • Educa-on  builds  winners     On  average,  overperformers  spend  20%  more  days  training  than   underperformers*   Days  of  Training  on  Annual  Base   No  formal  training   WINNER   Winner   Less  than  2  days  of  training  per  year   Between  2  and  3  days  of  training  per  year   Loser   LOOSER   More  than  3  days  per  year   0%   20%   40%   60%   80%   *  Hypotheses:  less  than  2  days  =  1;  between  2  and  3  =  2,5,  more  than  3  =  4)   100%  
  • Lets  Take  a  Client's  Perspec-ve  …   CMO  leadership  
  • Average  CMO  tenure  through  the  years     50,0   45,0   42,0   40,0   in  months   35,0   2010   2011   45,0   34,7   30,0   25,0   20,0   43,0   26,8   23,6   23,5   23,2   2004   2005   2006   28,4   15,0   10,0   5,0   0,0   2007   2008   2009   2012  
  • Significantly  different  profile  of  marke-ng  leaders  at   global  and  local  levels   Top  5  characteris-cs  of  winning  marke-ng  leaders   Local  marke-ng  leader     Global  marke-ng  leader         1.  Disciplined   1.  Courageous   2.  Communicator   2.  Communicator   3.  Brand  ambassador   3.  Disciplined   4.  Sector  experience   4.  Global  mindset   5.  Consumer  centric   5.  People  developer  
  • Be  Courageous   What  should  global  leaders  be?  —  Courageous  
  • CMO  
  • CMO  and  Head  of  HR  
  • Founder  —  Chief  Experience  Officer  
  • 4  Ques-ons  to  consider  on  your  way  home  …   1.  What’s  your  Nike  Fuelband?   2.  How  much  are  you  doing  to  engage  internally  around   your  strategy  &  purpose?   3.  Is  your  organizaTon  digital-­‐ready?   4.  Are  your  teams  equipped  for  success?  
  • @marke-ng2020EB       First  25  get  FREE  book   Feedback/Ques-ons?   patrice.faviere@effecTvebrands.co m