Downloaded 541 times
Uploaded byB2B Marketing
Structuring for success - Developing a dynamic structure for your marketing team
The document outlines Deloitte's go-to-market strategy presented by Annabel Pritchard, emphasizing a client-centric approach and the importance of building distinct client relationships. It discusses the current structure and orientation of their marketing efforts, the need for improved coordination, and the challenges faced by the firm. Additionally, the document highlights the importance of talent development and raising the profile of marketing within the organization.
More Related Content
Similar to Structuring for success - Developing a dynamic structure for your marketing team
Structuring for success - Developing a dynamic structure for your marketing team
- 1. Reshaping our goto market support capabilities Start with the client Annabel Pritchard Brand and Marketing Director, Deloitte Presentation to B2B Marketing Leaders Forum Thursday, 20 September 2012 ©2012 Deloitte LLP. All rights reserved.
- 2. First... ...the caveats! • Notbest practice, right, or wrong – just our approach. • Our approach is changing as we build momentum for the future – so some of this is what we‟re finding works, some is what we‟re finding challenging, some is what we‟re doing about it. • Honest. • “Live” case study... so little in the way of measuring the effectiveness thus far. • Thinking and challenge points rather than text book theory. 2 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 3. Deloitte 101 3 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 4. Deloitte 101 Structure overview Globally • FY12 consolidated worldwide revenues: US$31.3bn • 195,000 people • Member firms in over 150 countries Audit In the UK • FY12 revenues: £2.3bn • 12,500 people and 750 partners Tax • Varying levels of relationship with member firms in: – Switzerland; – CIS; and – Middle East. Consulting Corporate Finance 4 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 5. Deloitte 101 Strategy overview “Ourvision is to be the Distinctive Firm, standing out in our markets through the impact we have on the reputation and success of our clients. In pursuing this purpose, Deloitte contributes to a sustainable and prosperous society.” 5 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 6. Our go tomarket approach 6 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 7. Our go tomarket approach Current structure Go to market = £50m Related Communications Brand Marketing Insights • CRM • Public Relations • Corporate Marketing • Industries • Research incl. sponsorship • Performance • Public Affairs • Service Lines • Client need-to-know reporting • Talent Brand • Deloitte Client • Digital presence: • Regions • Thought leadership internet/intranet • Brand Management Experience incl. CSA • Platforms • Bids and pursuits • Online collaboration • Innovation • Creative Studio • International Markets • Internal • Corporate • Events Communications Responsibility • Private Markets • “In the Service Lines” 65 people 160 people 105 people 7 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 8. Our go tomarket approach Current state • Structure orientation – or client orientation? • Significant market impact – but need for better coordination. • Role definitions. • Opportunity for better effectiveness and efficiency. 8 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 9. Our go tomarket approach Vision and strategy • Founded on the development of distinctive client relationships. • It builds on our positioning, reputation and relationships in the markets in which we choose to operate. • The „best of‟ Deloitte. • Supporting our partners and practitioners. • Start with the client. • Insight will be at the heart of the client experience. • Sustained focus on our overall brand and market positioning. • A client relationship-centric approach – self-evident? 9 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 10. Our go tomarket approach The experience should reflect the different facets of the client Industry (Industries) Business Local business type community (Segment) (Regions) Client organisation Individual client Professional Career networks development (Communities) (Communities) Role (Communities) 10 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 11. Our go tomarket approach The experience Integrated Insightful Focused Bespoke 11 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 12. Our go tomarket approach Potential structure? Brand & Marketing (the client champion) Corporate Industries Regions Platforms Service Lines Communications Insights Client Development Operations 12 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 13. Developing talent 13 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 14. Developing talent Our strategy “Thereis a fierce talent war in the market place, and we need to compete, not only to attract the best people, but to retain our top talent. We will do this by creating a distinctive talent experience, which demands, supports and rewards the highest performance, allows everyone to have the opportunity to shape their own career and provides an environment where training and development are genuinely first class.” 14 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 15. Developing talent Example –marketing curriculum 15 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 16. Developing talent Learning &Development Stretching role Work with new people Strategy development in different area Working with clients Working with leaders Experience Skills & behaviours Soft skills for progression Knowledge Skills & Insight Visibility of activities Across the department Technical skills Firm‟s strategy – what and why People management Digital 16 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 17. Developing talent Learnings fromus • Structure to allow development. • Apply marketing skills to your L&D approach. • Learning doesn‟t always happen in a classroom. • Set clear objectives. Make them stretching, not a role profile. • Focus on your leaders – at every level. • Have a sustained programme – but tailor to your strategy and market place where relevant. • Be honest. 17 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 18. Raising the profileof marketing 18 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 19. Raising the profileof marketing Learnings from us • Get the business to do it for you. • Get clients to do it for you. • Build one to one relationships. • Ask. • Listen. • Respond. • Communicate. 19 Start with the client ©2012 Deloitte LLP. All rights reserved.
- 20. ©2012 Deloitte LLP. Deloitterefers to one or more of Deloitte Touche Tohmatsu Limited. Please see www.deloitte.com/about for a detailed description of Deloitte Touche Tohmatsu Limited. 20 Start with the client ©2012 Deloitte LLP. All rights reserved.