The document discusses how CMOs are facing pressure to achieve more with less marketing dollars. It recommends that CMOs adopt the 7S framework to optimize their marketing operations. The 7S framework involves analyzing and coordinating 7 interrelated levers: shared values, strategy, structure, systems, staffing, skills, and style. Adopting this framework would help CMOs standardize success and efficiency across departments, brands, and agency partners.
Market planning, brand development and communi- cations for innovative B2B companies selling emerging technologies and turnkey solutions to North American and international customers.
Oceancom offers an effective Hybrid Marketing alternative to hiring an expensive agency or
managing individual freelance people.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption environment.
Market planning, brand development and communi- cations for innovative B2B companies selling emerging technologies and turnkey solutions to North American and international customers.
Oceancom offers an effective Hybrid Marketing alternative to hiring an expensive agency or
managing individual freelance people.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption environment.
Today, chief marketing officers are being challenged to demonstrate a strong marketing return on investment (ROI) in order to justify their efforts and expenditures. Since packaging is one of the marketing corner stones of most consumer package goods organization, the need to clearly understand the impact on sales and ROI has come to the forefront of discussions as part of companies annual operating planning process. The attention given to packaging is mainly due to its rise as a viable marketing tool in part, because former disciplines such as TV advertising have faltered. In addition, organizations have come to realize that packaging is the most effective marketing vehicle in connecting consumers with brands since it occurs at the moment of truth, the store shelf. Increased competition from store brands has also created a heighten need to focus more attention to packaging and determining its effectiveness in growing sales and margin.
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Companies of all sizes (SMB to large ones) are finding the current economic environment challenging. Business growth is slow or almost stagnated, new customer gains are far and few, customer spend has become very unpredictable and hence managing capacities is posing a big challenges. Browne & Mohan consultants based on their experience of guiding companies have compiled strategies that can be adopted to successfully maneuver the low tides. We suggest product or service offering changes, organizational changes, employee engagement changes, partner and ecosystem changes, sales and marketing structure changes that are appropriate to most companies.
The need to develop a clearly defined MOT is emerging as a key competitive advantage for marketers wanting to gain strong customer loyalty and a clear point of difference in the marketplace by converting customers to advocates for the brand. With the advent of the web and the shift of control from the marketer and retailer to the consumer, this need to clearly map out and manage the entire customer relationship at all touch-points has become paramount.
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
CRM adoption in many companies do not yield intended benefits as it is managed as a IT roll out and not as a transformational project involving changes in process, procedures, ownership and measures. This paper presents MACE framework to manage this transformation and achieve the intended goals.
A new approach can help CPG companies introduce
products with the right features, price, and packaging.
For more information, visit www.strategy-business.com
CM Consulenze Manageriali Training Catalogue 2010Claudia Miani
a brief summary of all the training I can rovide to company, single professionals, business schools and universities. Tailorized course can be designed on your need and requirements! :-)
Sales is an area where many companies find the outcomes belie investments and outcomes. Many companies attempt sales transformation in a piece-meal fashion. In this paper, we discuss the framework for sales transformation and five fundamental levers of sales transformation.
DCA 75% of M&As fail or add no value. Here are 10 steps that make them work.Odem Global, Inc.
75% of M&As fail or add no value. This discussion guide is based on extensive research and looks at the hurdles, how to avoid them and a check list to assure a successful approach.
Breu introducció al bloc a la seva estratègia digital per a la promoció de la Farmacologia Clínica.
Curs d'actualització en Farmacologia Clínica (Fundació ICF). 13 de gener de 2015.
Today, chief marketing officers are being challenged to demonstrate a strong marketing return on investment (ROI) in order to justify their efforts and expenditures. Since packaging is one of the marketing corner stones of most consumer package goods organization, the need to clearly understand the impact on sales and ROI has come to the forefront of discussions as part of companies annual operating planning process. The attention given to packaging is mainly due to its rise as a viable marketing tool in part, because former disciplines such as TV advertising have faltered. In addition, organizations have come to realize that packaging is the most effective marketing vehicle in connecting consumers with brands since it occurs at the moment of truth, the store shelf. Increased competition from store brands has also created a heighten need to focus more attention to packaging and determining its effectiveness in growing sales and margin.
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Companies of all sizes (SMB to large ones) are finding the current economic environment challenging. Business growth is slow or almost stagnated, new customer gains are far and few, customer spend has become very unpredictable and hence managing capacities is posing a big challenges. Browne & Mohan consultants based on their experience of guiding companies have compiled strategies that can be adopted to successfully maneuver the low tides. We suggest product or service offering changes, organizational changes, employee engagement changes, partner and ecosystem changes, sales and marketing structure changes that are appropriate to most companies.
The need to develop a clearly defined MOT is emerging as a key competitive advantage for marketers wanting to gain strong customer loyalty and a clear point of difference in the marketplace by converting customers to advocates for the brand. With the advent of the web and the shift of control from the marketer and retailer to the consumer, this need to clearly map out and manage the entire customer relationship at all touch-points has become paramount.
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
CRM adoption in many companies do not yield intended benefits as it is managed as a IT roll out and not as a transformational project involving changes in process, procedures, ownership and measures. This paper presents MACE framework to manage this transformation and achieve the intended goals.
A new approach can help CPG companies introduce
products with the right features, price, and packaging.
For more information, visit www.strategy-business.com
CM Consulenze Manageriali Training Catalogue 2010Claudia Miani
a brief summary of all the training I can rovide to company, single professionals, business schools and universities. Tailorized course can be designed on your need and requirements! :-)
Sales is an area where many companies find the outcomes belie investments and outcomes. Many companies attempt sales transformation in a piece-meal fashion. In this paper, we discuss the framework for sales transformation and five fundamental levers of sales transformation.
DCA 75% of M&As fail or add no value. Here are 10 steps that make them work.Odem Global, Inc.
75% of M&As fail or add no value. This discussion guide is based on extensive research and looks at the hurdles, how to avoid them and a check list to assure a successful approach.
Breu introducció al bloc a la seva estratègia digital per a la promoció de la Farmacologia Clínica.
Curs d'actualització en Farmacologia Clínica (Fundació ICF). 13 de gener de 2015.
How CMOs Should Use Service Innovation To Break Out In Saturated MarketsOdem Global, Inc.
There’s a joke I often hear from CEOs: there are three ways to lose money: gambling, divorce and innovation. For the latter, conventional wisdom says that expenditures allocated under the umbrella of innovation cost millions and almost always fail. But here’s the rub.
How do you increase revenues and profits in saturated markets?
The pinnacle of a brand is when it becomes an experience and in this unchartered territory one thing is for certain, the difference between mobile advertising and mobile marketing is fairly straightforward: mobile advertising happens before the click and mobile marketing happens after the click focusing on the more long-term process of driving value from mobile customers. However, knowing and doing are two different things.
While Uncle Sam props up the markets and maintains low interest rates, brands’ greater engagement with consumers, along with a readiness to respond to emergencies, forms a central role. CMOs need three actions to optimize the situation.
While there are
impressive tomes on crisis management, we still are littered with
embarrassing reminders of the recurring gap between preparation and
accomplishment. It's time to stop repeating the same mistakes when it
comes to crisis management.
If people aren’t telling you that your idea is crazy, then it is likely not a very big idea.” Francis Ford Coppolla
This DCA six-step process helps businesses differentiate in crowded markets and positions them for successful implementation of innovation.
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:
Invention and innovation are totally different. To redefine a category, the innovation needs a brutal assessment of what business you are currently in, your target customer, studying the business from the outside-in to develop a sophisticated 6Ps business model, checking regulatory conditions, and yielding a strong leadership team to frame the financial and strategic objectives of the business and rally the magnetic core inside the firm that will draw together the company. Phew.
Sessió Farmacologia (Hosp Vall d'Hebron) sobre el projecte Dr. Third (MQD AGAUR 2010) sobre l'útilització de Facebook per als alumnes de 3er de medicina.
Research has shown that consumers increasingly want organisations to demonstrate a purpose beyond profit. And so after decades during which the dominant dogma focused on maximising shareholder value and short-termism, many CEO’s are now trying to achieve more. This article explores the business case for purpose and discusses a methodology for CEO’s to activate purpose within their organisation and profit in the process.
Relevance @ Scale: Accenture's New Narrative for Consumer Goodsaccenture
As new brands continue to emerge and grab market share, large CPG companies must focus on accelerating growth to stay relevant with the consumer—or risk ceasing to exist.
Way Beyond Marketing - The Rise of the Hyper-Relevant CMOAccenture Insurance
Accenture's CMO Survey unveils some important insights on the role of the new CMO and how the role is changing in the digital age. Read more: https://www.accenture.com/us-en/insights/consulting/cmo
Seven steps to effective thought leadership James Ralph
Effective Thought Leadership boosts the bottom line and enables faster growth. This presentation sets out Good Relations' seven step process for developing and running business boosting Thought Leadership programmes.
While Uncle Sam props up the markets and maintains record low interest rates, brands’ greater engagement with consumers, along with a readiness to respond to emergencies, forms a central role. In a new era of cash-flow constraints, brand rationalization and no-risk methods to regain trust, what are the best methods for protecting it?
The majority of CMOs (67%) say they’re either unaware of programmatic marketing, don’t understand it or need to learn more about how to apply it to their marketing campaigns. Ten percent claim they understand it, but haven’t used it. Which leaves less than one-quarter of CMOs who actually get programmatic marketing.
No other moment in history has produced such remarkable times in a rapidly changing world and programmatic marketing is the future. That said CMOs don’t wish for their brand showing up against dicey or low quality content due to automated placement, but more CMOs and their agency partners need to take advantage of emergent programmatic.
No other moment in history has produced such remarkable times in a rapidly changing world and programmatic marketing is the future. That said CMOs don’t wish for their brand showing up against dicey or low quality content due to automated placement, but more CMOs and their agency partners need to take advantage of emergent programmatic.
‘Time spent with the brand’ will be advertising’s most sought after metric entering 2020 as the current concept of brand value, traditional marketing and retail outlets will have further eroded. With the convergence of TV, computers and the Internet, new century advertising’s bright lights and trumpets will unleash their sophistry in 2020 on the US Presidential election, Europe’s UEFA Cup Final and the Olympic Games. All massive media events enjoyed by billions around the world that will be empowered by the new normal in smarter advertising.
By 2020 we no longer subscribe to the old ‘sales funnel’ approach where consumers hold
a large number of brand options and narrow their choices to an eventual decision aided
by advertising. Consumers already limit their brand options at the first consideration stage, seeking out input from peers, reviewers, vendors and competitors. Increasingly consumers are delaying purchase decisions until they're actually in-store or about to hit purchase – that opens up when and what touch points consumers are most open to influence and how to create positive consumer experiences at those points. Ever more powerful will be point of purchase and Near Field Communications (NFC) offers radical potential to push tailored content and brand offers to a customer’s specific location or share social coupons with their friends.
Encouraging customers to interact, manipulate, and engage with the product by proactively taking part in sharing the brand is the Holy Grail for advertising today: Bain & Co. found that the most recommended company in any given category grows 2.5x the category average. To ensure time spent with the brand, advertising needs to develop its social skills to a whole new level to exploit the huge shift in post-sale behavior. Boomers will be center stage for advertisers in Western countries, a hugely powerful consumer segment that has migrated online and adopted technology with alacrity. New mass audiences have also formed, including one billion young digitized middle-class, ‘Gen C’: connected, community-oriented and content-centric consumers for whom digital is second nature and by 2020 they make up 40% of the world’s population.
Consumption patterns will be tied to the exponential increase in social networking threaded throughout our day, mostly using mobile devices. Six billion “Broadcast Braggarts” will be sharing their lifestream offering hyper personalized information from friends, online status, location, preferred communication, hobbies and shopping habits. This will transform social media advertising opportunities with how we work and how we consume. ABI Research estimate over 136 billion apps will be downloaded worldwide by 2017, much of which is currently unverified. This represents a huge opportunity for advertising to enable content creation by inviting ideas from consumers via co-creation, collaboration and crowdsourcing as viral marketing and peer reviews am
DCA 4 Trends That Will Drive Marketing Growth In 2013Odem Global, Inc.
Hundreds of the world’s leading brands, from UNICEF to Coca-Cola to Twitter, have created an environment in which consumers can compete to get what they want. With the advent of hybrid media intertwining mobile technology with social media and cloud-based content, four growing consumer trends have emerged that change how brands, in turn, compete:
1. It’s Time for CMOs to adopt the
7S Framework
“While it’s critical to consolidate cost, you can’t consolidate creativity.”
By Dean Crutchfield Associates
2. Marketing faces its first real existential crisis today, especially as
pressure on CMOs to achieve what many are referring to as “the same
impact for 60% of the dollars” builds. That’s why now’s the time for
CMOs to adopt and apply to marketing operations the 7-S Framework:
An analytical tool that’s been successfully used by hundreds of firms.
Dean Crutchfield Associates
3. The 7S Framework
Developed by McKinsey consultants in
the early 1980s for organizations, the
framework represented a new way of
thinking about organizational
effectiveness, focused not on structure
but on coordination. A simple concept:
change one of seven interrelated levers,
and you must change them all.
CMOs today have remarkable
opportunities to engage consumers in a
two-way relationship. To do so requires
recalibrating their entire marketing
operation, from departments to brands
through to agency partners. Leveraging
the principles of the 7-S Framework
can help CMOs standardize the success
and efficiency of the process.
Dean Crutchfield Associates
4. Here’s an overview of the seven Today’s consumer admires brands
levers and the ways in which CMOs that enable them to participate.
should apply the framework to CMOs must adopt narrative-based
optimize their own operations: brand and marketing strategies
that can engage consumers:
1. Shared values. creating brands that are more
magnanimous, malleable and
The interconnecting center of
functional.
McKinsey’s model, this is where
the other six levers come together.
Product (RED)’s unique approach
reinvented the business of
philanthropy by creating
reciprocity with the customer
while simultaneously
demonstrating that its partner
brands promote the cause and
concomitantly make money by
doing good. That takes
coordination of all seven levers.
Dean Crutchfield Associates
5. 2. Strategy
CMOs are seeking new ways to get That doesn’t mean TV advertising is
and keep customers. According to dead, far from it, it just the “traditional
Verse Group and Jupiter research, part”. Today we have affordable and
more than 60% of CMOs surveyed reliable technology and orchestrated
media to tap into the consumer, it’s
said that traditional advertising
opened what we can see, hear, taste,
and brand positioning are not as touch and smell all sorts of tools for
effective for attracting customers. pre-event anticipation, preparation,
So CMOs are looking to improve and experience; the actual shopping,
CPM, e.g., Reckitt-Benckiser’s interactions, and flow; as well as post-
decision to boost TV advertising purchase memories and rewards
effectiveness by ramping up online
video spend with the likes of
Hulu.com. According to eMarketer,
online advertising is expected to
generate $39.5 billion in sales this
year — a 23.3% increase from 2011
— compared to a sum of $33.8
billion on print. By 2013 that figure
is estimated to be closer to $43
Dean Crutchfield Associates
billion.
6. 3. Structure
For the CMO, what matters is the where one agency is responsible for
structure of agency relationships. all the other partners, including
Consolidation is king, as evidenced by payments, budgets and hires.
a number of flawed big brand On the other hand, you have moves
attempts, e.g., Dell attempt to being made by industry leaders such
consolidate 800 agencies into Enfatico. as Coca-Cola and Unilever who are
While it’s critical to consolidate cost, both looking under their belt to find
you can’t consolidate creativity. The efficiencies that they can add back into
fix? P&G’s “Brand Agency Leader” their media spend. Coke is planning to
value-based compensation model, find over $500M! The 7 variables are
crucial for this model to succeed.
7. 4. System
ROI is the system the CMO needs to perfect. To enhance the CFO’s view of
marketing’s value, CMOs are leading the charge for change, as demonstrated
by Coca-Cola Co.’s recent initiative to push for the adoption of value-based
compensation models. The idea isn’t new, but the need has gained momentum
as CMOs hasten to cut costs and complain that current ROI tools are
inadequate. Management consultancies are piling in to help. Look out!
Dean Crutchfield Associates
8. 5. Staffing
The CMO is the key to a successful
staffing strategy as he or she
decides how to build the brand
across multiple channels and the
people required. Understanding the
variables of the 7-S Framework is
essential as pressure mounts to
reduce headcount, but retain the
best people for the task in hand.
“The Vitality Curve” is one of the
best tools for doing so: It prioritizes
the top 20% for special treatment,
70% for training and the bottom
10% for firing.
Dean Crutchfield Associates
9. 6. Style/Culture
For the CMO, it’s the style of It used to be the 4Ps (price,
marketing communication that product, place, promotion); now
can optimize the changing it’s the 4Cs: content, community,
relationship between brand and commerce and consumers. To tap
consumer. Today marketers can these, the full force of marketing is
hold entirely different awesomely powerful, but there are
conversations with the consumer caveats if you neglect certain
by shaping brands that enable levers. PepsiCo Americas CEO
people to participate. . Massimo d’Amore’s vainglorious
attempt to revitalize seven brands
simultaneously to save costs,
consolidate agency partners and
bring a cohesive approach to the
brands backfired, costing millions.
While big results require big
ambitions, appetites need to be
separated from requirements (7 of
them).
Dean Crutchfield Associates
10. 7. Skill
For marketers it’s about how to P&G’s “Build From Within”
generate more “earned media” program tracks the
from budgets and how brand performance of its star
narratives, non-traditional performers, known as
media and innovation will play a Proctoids, via monthly and
central role, but there’s a skill annual talent reviews. Evidently
gap between need and it’s been successful in so far,
capability. but issues are afoot for P&G
as customers switch to lower
Ultimately, with a shift in the value brands.
world of brands and marketing,
new skills are required as ever
more complex programs are
designed that integrate
traditional and non-traditional
media.
Dean Crutchfield Associates
11. The success of contrarian marketing strategies requires CMOs to
table prevailing marketing theories and embrace experimentation.
There are very few things in business that pay off by waiting.
Now’s the time for the CMO to leverage the 7-S Framework.
13. Seize More Opportunity
Brand Strategy
Team Building
Personal Branding
Brand Building
Business Activation
Sell More Services
Selling
Presentation Skills
Ambition Planning
Pitch Forum
Win More Business
Sharpen Offers
New Business 101
Pitch Boot Camp
Growing Clients
Pitch Doctoring
Dean Crutchfield Associates
15. 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
16. Armed
with rich content, deep
knowledge, 2x2 matrices
and a white board, we rapidly
create targeted, multi-channel
growth programs that
generate immediate
Impact
Dean Crutchfield Associates
17. 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
18. 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
19. 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 new business.
For 20 years Dean Crutchfield has advised the
world's 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
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 Smirnoff
to be done and said. He helps bring clarity and Kraft Staples
provides value by being an outsider with no
agenda, so he can help you stand back and see Fila Sunglass Hut
things from different perspectives. Frito-Lay Target
Dean helped us think through solutions and Littlewood’s* Tower of London*
then form the best way to present those McDonald’s Warburg Pincus
solutions in a persuasive and compelling way.”
M50 WGM
*References upon request
Dean Crutchfield Associates * Overseas Project