DCA The CMOs 10 Rules For Agencies


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For many large brands item number two or three listed on the company’s Capex sheet says ‘Media’. Therefore, CMOs are constantly battling an imbroglio to demonstrably prove that marketing is an investment not a cost. Given the CMO’s charge is to build revenue and relevance, added value must be demonstrated beyond ROI and for this new normal in marketing there are new rules of engagement:

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DCA The CMOs 10 Rules For Agencies

  1. 1. The CMOs Ten Rules For Agencies Dean Crutchfield Associates  
  2. 2. Investment V. CostFor many large brands item number twoor three listed on the company’s Capexsheet says ‘Media’. Therefore, CMOs areconstantly battling an imbroglio todemonstrably prove that marketing is aninvestment not a cost.Given the CMO’s charge is to buildrevenue and relevance, added value mustbe demonstrated beyond ROI.Consequently sales discussions mustfocus on business drivers and strategycannot be made from a sound bite nor cana single strategy work across the diversityof the business; simple solutions tocomplex problems are often simple,straightforward and wrong.For the new normal in marketing thereare new rules of engagement:
  3. 3. The Silent QuestionAnswer the CMOs silent question, ‘CanI trust you with my business andmarketing strategies?’ becausesucceeding target is not the only goaland pre determined goals underminefuture success. However, that said,more than ever CMOs are vested inmaking the quarter and are primarilyinterested in the business outcomes ofusing services.Integrated marketing brings with itdistracting challenges and byconnecting the CMO to revenue,convincingly showing how theinvestment will move the needle north,an invitation to sit at the table will beforthcoming.
  4. 4. Rules Of EngagementHow well you play in the sandbox mightbe a cliché question, but it’s often saidthat as a client needs more integratedmarketing from its agencies, eachagency’s competency grows, but theirpassion recedes.CMOs know they can create differentvantage points for their business andachieve amazing results by approachingbig marketing challenges as acollection of agencies who possess awillingness to participate and check‘not invented here’ egos at the door. Inthe relentless pursuit of growth thesimplest answer is to act by partneringwith other agencies, client departmentsand taking a seat at the table, able toinform the CMO about their future.
  5. 5. SubstanceAssuming the brand idea is theagency’s, undertaking half-bakedefforts or simply not caring enoughabout the bigger picture and allinvolved is a recipe for disaster.CMOs are determined, to the point,efficient, precise, careful, reservedand logical and need to be convincedbecause theyre highly suspicious ofgeneralities – even the noblest ofideas sometimes do less for themthan a siesta or an Advil. Therefore, inthe world of creating and sustainingstories, clarity and a shift in thinkingthat recognizes the differencebetween truth and fiction is that thefiction has to make sense.
  6. 6. Much a do about NothingThe difference between expectingand inspecting lies in theexecution.Therefore, avoid ocean boilingand conjuring up strategies outof sound bites. Rather create,fashion, execute or constructaccording to a plan that reflectsthe CMOs needs. For example,“shareholder value is a result nota strategy.”
  7. 7. Failure To Edit WorkThe CMO is vested in making thequarter so there’s constrainedbandwidth for actionable insights thatcan move the needle north.The success of contrarian marketingstrategies might require CMOs to tableprevailing marketing theories andembrace experimentation, but it’s aboutshort-term performance for the clientnot long form presentations by theagency. IQ is one thing – emotionalconviction that comes from experienceis another far more powerful and rapidcomponent. To be erudite it’s best toapply Rudyard Kipling’s five honestmen: who, what, why, where, when andsubsequently show the CMO ‘how’ itcan be done.
  8. 8. Other People’s WorkPresenting other people’s work ispoor form.An idea is as real as a bullet andgreat artists are famous forstealing ideas and extractingsomething unique – adaptivestrategies are what’s called for,but making assumptions abouta specific program’s success andthe agency’s ‘role’ in itsaccomplishment is a mistakethat can get a firm shot down.
  9. 9. LethargyLack of follow up and a slow responselike some species of corporatebureaucrat causes a morass. The morean agency wants to achieve the more itachieves. Agencies can find win-winsolutions – but a majorityof time, they’re just arranging thebudget, time, people levers aroundto accomplish strategic objectives.Therefore, viability and accountabilityare critical and prospective proposalwriting is more an attitude than a skill.One consulting firm reported increasingtheir fee business with P&G by 50%solely by listening to clients andproactively making suggestions.
  10. 10. Attacking A CompetitorAvoid vituperative attacks ona competitor; it’s unoriginal anda somewhat sleazy course ofconduct.For a CMO and his team it canfeel like shoveling up road killand leaves a bad taste. Delivergood news oneself and bad newsthrough others recommendedMachiavelli, the rapaciousFourteenth Century prince.
  11. 11. Taking AdvantageTaking advantage of the CMO.Whether it’s bulldozing the CMO tomake decisions in the agencies favorthrough to agency partners gangingup to twist the arm of an approach,many CMOs simply feel they’re payingtoo much.Therefore, once vaunted high switchout costs are no longer an agencyadvantage holding onto the client, asclients now view that as anopportunity to streamline efficiencies.Ultimately CMOs buy ideas to makea gain or avoid a loss so ‘Why shouldI care?’ is the client’s (real) questionthat agencies should be askingthemselves before the big reveal.
  12. 12. Team ChemistryFor the elegant exchange of value in theclient relationship fielding the right teamis critical. CMOs sit through countlessmeetings with (supposedly) ‘thesmartest team’ in the room, so the bestapproach is to work for applause withthe team that’s going to do the work.The CMO needs to know there’s goodchemistry as they have to spend muchof their time with their agency partners - developing roadmaps, writingrequirements and business plans,supporting sales and marketing,interacting with partner agencies –all depends on good chemistry. Thebetter the agency is at knowing andcommunicating what needs to be doneand why, the more they will add valueand excel in front of the CMO.
  13. 13. At The End Of The DayCMOs want actionable advice ongrowing their business that securestheir role. Across the brandscape,CMOs are focused on generatingorganic growth and achievinginnovation. These two are the keydrivers for business growth goingforward in 2013.Therefore, belief, optimism, courageand preparation might rule the day,but in this new normal in marketing,when it comes to building revenueand relevance, remember what theysay in the military, “amateurs focuson strategy while professionalsfocus on logistics.”
  14. 14. What DCA Delivers Achieving growth For ambitious leaders who are driven to grow fast Creating new business Orchestrating and activating accelerated outreach programs Building efficiencies Rapidly sourcing the best talent for the business   Improving margins Rallying teams behind the brand and go-to-market strategy Boosting win rates Delivering your best case and winning face forward    Dean Crutchfield Associates
  15. 15. Delivering Your Best Case & Winning Face Dean Crutchfield Associates
  16. 16. Seize More Opportunity Strategy & Narrative Ambition Activation Personal Branding Sell More Services Sales Training Presentation Skills Win More Business New Business 101 Growing Clients Pitch DoctoringDean Crutchfield Associates
  17. 17. In the pursuit of opportunity without regard to resources held, Dean Crutchfield has targeted and won millions in new fees from the world’s leading brands. By convincing senior executives at Fortune 500 companies on brand architecture, portfolio rationalization, go-to-market brand strategies, product and business innovation, Dean Crutchfield has directly helped clients generate billions in new business growth.Dean Crutchfield Associates
  18. 18. Armed with rich content, deep knowledge, 2x2 matrices and a white board, we rapidlycreate targeted, multi-channel growth programs that generate immediate Impact Dean Crutchfield Associates
  19. 19. Working with DCA Catalyzing top line growth for clients is what we thrive on: delivering your best case and winning face, encourage your people to move the needle north and sharpen the product offering. DCA (Dean Crutchfield Associates) achieve growth for clients by tailoring brand-led techniques that are uniquely participant centered. We guarantee results. Whether it’s a better pitch, winning new mandates, a better team or more fees, you will find our fee in your business within weeks. DCA programs have been thoroughly tested and proven with start-ups and the world’s greatest brands, uniquely adding immediate value. When you hire DCA, you get results. If you have the right people attend the sessions and complete all of your committed decisions and pilot initiatives and are still not satisfied or seeing results by the agreed time frame, we will coach and advise you free until you do!Dean Crutchfield Associates
  20. 20. Global Client Experience Aviva* McKinsey* BP Metsä Serla* BT* Nomura* BSkyB* PepsiCo Camper & Nicholson PG&E Carter’s Pitney Bowes Cellcom* RBS* CITI Scanfinest* Comcast Shell“Dean always cuts to the core of what needs General Electric Smirnoffto be done and said. He helps bring clarity and Kraft Staplesprovides value by being an outsider with noagenda, so he can help you stand back and see Fila Sunglass Hutthings from different perspectives. Frito-Lay TargetDean helped us think through solutions and Littlewood’s* Tower of London*then form the best way to present those M50 Warburg Pincussolutions in a persuasive and compelling way.” McDonald’s*References upon request * Overseas Project Dean Crutchfield Associates  
  21. 21. Working with DCA By deploying real world strategies and hands-on collaboration to inspire teams we create content backed by actions that will assure you of seizing every good opportunity, selling more services and winning more business. For 20 years Dean Crutchfield has advised the worlds most iconic brands, built businesses, created new companies, opened international offices and spoken about the role of brands at Duke, Kellogg, Wharton and the Google Speaker Series. He has made appearances on all major TV news networks, commentary in the global press, editorials in major business publications and is a Contributor to Forbes. With a proven ability to inspire and push the boundaries beyond the notion of what was thought possible, DCA excel with clients who are looking to run fast, led by CEOs, CMOs, entrepreneurs and executive teams eager to capture dominant levels of success.Dean Crutchfield Associates
  22. 22. LET’SGROW Dean Crutchfield Associates
  23. 23. Contact: Dean@deancrutchfield.com +1 917 239 3303333 East 34th Street, Ste 15A/B, New York, NY 10016 Dean Crutchfield Associates
  24. 24. Dean Crutchfield Associates Sell More, Seize More, Win More Growth Advisors Dean Crutchfield Associates