The EffectiveBrands Global Marketing Leadership Summit 2010 explored challenges and strategies in modern marketing, highlighting the importance of a clear brand purpose and the need for organizations to adapt to a digital landscape. Key findings included the necessity for marketing to align closely with company leadership, manage consumer privacy effectively, and maintain consistency across touch points. The summit emphasized the value of training and collaboration to drive business growth and enhance brand health.

1. Patrice
Faviere
Effec-veBrands

2. 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

3. A
lot
is
changing
in
the
Marke-ng
World

4. From
Digital
Marke-ng
to
Marke-ng
in
a
digital
Age

5. @marke-ng2020EB
That
why
we
ini-ated
The
biggest
and
most
global
marke2ng
leadership
program
ever

6. ...to
help
drive
future
business
growth

7. Over
250
Vision
CMO
and
peer
interviews

8. Over
10,231
par-cipants
and
3,565
full
survey
respondents
from
92
countries

9. Today:
1. Top
Marke-ng2020
challenges
2. Winning
brands
characteris-cs
3. CMO
leadership

10. Top
Marke-ng2020
Challenges

11. Infobesity
«
Big
Data
is
like
sex
at
high
school
–
everybody
talks
about
it
but
nobody
does
it
or
does
it
well
».
CMO
USA

12. «
An#ciper
le
désir,
mais
rester
dans
le
désir,
et
ne
pas
devenir
«
Big
brother
is
watching
you
»
.
CMO
France
Privacy
risks

13. «
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

14. 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

15. INCONSISTENCY
DEPTH
Value
Proposi-on
Brand
Value
in
a
Digital
World
BREADTH
Touchpoints/Experience
BREACH
OF
PRIVACY

16.
Total
Experience

17. «
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

18. «
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

19. 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

20. So,
what
does
it
take
to
win?

21. Valida-on
Over
performers
Under
performers
21

22. Clear
strategy
and
dashboard

23. 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.

24. 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

25. 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

26. #
1

27. #
2

28. #
3

29. Purposeful
posi-oning

30. 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

31. 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

32. 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

33. Purpose
drives
internal
collabora-on

34. 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

35. “Googliness”

36. $2,000
“Leave
Now”
check

37. Integra-on
is
the
organiza-onal
focus
for
2020

38. From
CMO
Product
Manager
Marketing
Strategies
Manager
Advertising
Director
Public
Relations
Manager
Market
Research
Director
Promotion
Director
Staff
Staff
Staff
Staff
Staff
Staff

39. To

40. From
Global/Local
to
Networked
Structure

41. Seamless
coordina-on
—
Complementary
set
of
skills
Think
Analy-cs
Marketers
Do
Produc-on/Content
Marketers
Feel
Engagement
Marketers

42. +30%
Extrac-ng
insights
from
Big
Data

44. Build
Lets
Take
a
Client's
Perspec-ve
…

45. Why
do
we
discuss
business
performance
every
month
and
human
performance
only
twice
a
year
for
60
minutes?

46. 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

47. 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%

48. Lets
Take
a
Client's
Perspec-ve
…
CMO
leadership

49. 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

50. 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

51. Be
Courageous
What
should
global
leaders
be?
—
Courageous

52. CMO

53. CMO
and
Head
of
HR

54. Founder
—
Chief
Experience
Officer

55. 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?

56. @marke-ng2020EB
First
25
get
FREE
book
Feedback/Ques-ons?
patrice.faviere@effecTvebrands.co
m