...Here’s how the best meet the challenges of the digital age. by Marc de Swaan Arons, Frank van den Driest, and Keith Weed July–August 2014 Harvard Business Review 55 SPOTLIGHT ON THE NEW MARKETING ORGANIZATION In the past decade, what marketers do to engage customers has changed almost beyond recognition. With the possible exception of information technology, we can’t think of another discipline that has evolved so quickly. Tools and strategies that were cutting-edge just a few years ago are fast becoming obsolete, and new approaches are appearing every day. Yet in most companies the organizational structure of the marketing function hasn’t changed since the practice of brand management emerged, more than 40 years ago. Hidebound hierarchies from another era are still commonplace. Marketers understand that their organizations need an overhaul, and many chief marketing o cers are tearing up their org charts. But in our research and our work with hundreds of global marketing organizations, we’ve found that those CMOs are struggling with how to draw the new chart. What does the ideal structure look like? Our answer is that this is the wrong question. A simple blueprint does not exist. Marketing leaders instead must ask, “What values and goals guide our brand strategy, what capabilities drive marketing excellence, and what structures and ways of working will support them?” Structure must follow strategy—not the other way around. Former McDonald’s CMO Larry Light understood that...
Words: 4706 - Pages: 19
...Session 2 : Foundations of strategic marketing Can you say what your strategy is? Companies that don’t have a simple and clear statement of strategy are likely to fall into the category of those that have failed to execute their strategy or those that never had one. Often many employees are frustrated that no clear strategy exists for the company. Leaders of firms assume that the initiatives described in the documentation that emerges from an annual budget or a strategic planning process will ensure competitive success; they fail to appreciate the necessity of having simple and clear strategy statement that everyone can internalize and use. A well understood statement of strategy aligns behaviour within the business: it allows everyone in the organization to make individual choices that reinforce one another. With a clear definition an executives know what they’re trying to create and implementation becomes simpler as the strategy can be communicated and easily internalised. Most executives don’t actually know what all the elements of strategy statements are, which make it impossible for them to develop one. Mike Rukstad identified three components (objective, scope and advantage) of a good strategy statement and believed that executives should be forced to be clear about them. Any strategy statement must begin with a definition of the ends that the strategy is designed to achieve; the definition of the objective should include not only an end point but also a time...
Words: 3780 - Pages: 16
...…………………………………………………......5 Comparison to Sony: Becoming a Top Ten Global Brand…...…………………………...5 CMO’s Role & Responsibilities…………………………………..…...………………………….6 Building Influence...……………………………………..…...…………………………...7 Conclusion/ Decision ……………......…………...…………………………………………….....7 References…………………………………………………………………………………………8 Samsung Electronics Company: Global Marketing Operations- Introduction In the 1990’s Samsung started out as a “third-tier commodity brand with very little product differentiation” (Quelch & Harrington, 2008). Due to the Asian financial crisis in 1997, the company experienced tremendous loss, and made the difficult decision to revamp their brand image. Based on this strategic change, Samsung was able to experience increasing brand success, and in August 2003, became number 25 in the world’s most valuable brands, with an estimated valuation of $10.8 billion. Initially, the company’s turnaround strategy was what spearheaded the corporation into such tremendous success. During that time, Samsung’s marketing function was overhauled, so that it could support the new brand proposition. This case study analysis will measure the strength of Samsung’s brand and consider whether Samsung can pass Sony, which was ranked number 20 in the world, with a valuation of $13.2 billion. Finally, the role and responsibilities of the CMO will be discussed, along with how Samsung’s CMO Eric Kim, built influence for the company. Samsung’s...
Words: 1379 - Pages: 6
...employees. Though currently profitable, Classic has not gone unscathed by the challenges faced by the airline industry. Financially, increased uncertainty about flying has resulted in a 10% decrease in Classic’s stock prices. Operationally, the airline is suffering from waning consumer confidence. The airline’s rewards program has lost 19% of its members and the flights booked by the remaining members have decreased 21%. Rising costs, particularly in the area of fuel and labor, have limited the airlines ability to compete for the high value frequent flier. Classic’s board of directors has mandated a 15% cost reduction in all departments over the next 18 months to protect the profitability of the company (University of Phoenix, 2012, Classic Airlines Scenario). Financial success is dependent upon marketing. Without marketing to generate the demand for a product, the company cannot make a profit (Koller & Keller, 2006). Classic’s Chief Executive Officer (CEO), Amanda Miller, has tasked the new Chief Marketing Officer (CMO), Kevin Boyle and his team comprised of the Senior Vice President of Customer Service, Renee Epson and the Senior Vice President of Human Resources, John Hartman, with the challenge of reviving the rewards program, which she believes is the key to Classic’s success. The simplex problem-solving approach will be applied to identify and develop a solution to Classic Airlines challenge. Step One: Problem Finding Step one of the simplex problem-solving approach...
Words: 4807 - Pages: 20
...on investment (ROI) all top the list of requirements for marketing performance improvement through 2011, reports the Chief Marketing Officer (CMO) Council in its latest State of Marketing Report. At risk are agencies and resources failing to bring value-added thinking, innovation, or technical knowledge to the table, notes the CMO Council, a global affinity network of 6,000 chief marketers controlling more than $200 billion in annual spend. Among the priorities, marketers intend to add a one-twopunch of marketing analytics talent coupled with strategic planning and business development experience to better target, segment and then act on growth opportunities. The global marketing leadership group with members in 110 countries surveyed over 600 of its members to gather insights and contributions for its seminal report, The 2011 State Of Marketing: Outlook, Intentions and Investments. The fifth annual State of Marketing Report extracted a broad range of insights and views specific to mandates, spend, intentions and frustrations. Participants were drawn from each major region of the world and were representative of most vertical industry sectors and company sizes. Almost 64 percent of respondents said they reported directly to the CEO, president or COO, while another 14 percent said they were accountable to a regional vice president, general manager or division/business group head. Among the respondents, 34 percent held CMO or Head of Marketing titles...
Words: 4175 - Pages: 17
...The traditional, evolved and transformational role of CIOs Mawuena K. Raven University of Maryland University College Abstract There is no doubt that organization since the 1990s are viewing information technology (IT) as an integral part of their strategy for the future. It is not seen only, like in the past, as a simple tool to communicate and decrease production costs, but there is a total recognition on the role it plays and continues to play in business performance and strategic planning. A situation that is necessitating a similar makeover and transformation of IT departments are structured and run. It is how the Chief Information Officer (CIO) came about, as a direct result of this shift. There is not a single and universal way of defining the CIO and his or her job description and responsibilities he or she might have within an organization depend on its structure, and how the organization is trying to achieve throughout the position. Nevertheless, and until recently organization hire CIOs as "simply department managers who ensure that all PC's can be turned on and that the processes work". But, because and like never before, businesses are relying on information technology to gain competitive advantage, the job and responsibilities of the CIO is evolving, making the position that can help transform the entire organization objective by innovating and sustaining its core competencies and knowledge that will...
Words: 3623 - Pages: 15
...#DBForum digital BRAND marketing 13 2013+ sustained strategic shifts_ 1.17.13 @StevenCook CMO Brand building DNA - global Fortune 50 B2C brand builder that shifted to Silicon Valley funded start-up - not a ‘digital native’ … am a ‘hybrid’ brand marketer … stay current, curious, courageous - strong belief in understanding people & their user experience WW Director Brand Marketing WW VP Strategic Brand Marketing, Biz Dev & Innovation SVP, CMO U.S., Canada, Mexico Global CMO & Biz Dev Contributing writer Contributing writer Brief - digital BRAND marketing state of union - 2013 forecast Goals: I hope our discussion does one or all: - validates your current beliefs and strategic activity - gives you additional business case proof points to advance your digital brand marketing initiatives inside your company or with your clients - gives you something new to think about - gets your juices flowing and your mind racing - gives you additional reasons to connect with Neustar AdAdvisor & Legolas Media About 107,000,000 results About 107,000,000 results insightful & inspirational sources digital BRAND marketing ‘state of union’ How would you characterize the era that we’re in now with regard to the relationship between digital and brands? “Brands for the last 15 years have been looking at online as another media channel to buy ads on. So they buy or rent eyeballs or audiences or uniques from the media properties that provide them. Now you’ve got with all...
Words: 3892 - Pages: 16
...If I was the Chief Marketing Officer at India Cements: The reason for choosing a cement firm (India cements) is that cement is a commodity for which the profit making in a large scale company is fundamentally dependent on its marketing abilities. In India Cements, marketing is the mainstay which primarily governs the profit making capacity of the company. Factors like quality, price, variety in the product, etc., matter but might not play a vital role in gaining an edge over the market. Therefore capturing the cement market is entirely a matter of identifying the need or creating it and then making the product available at ease at the desired time. It's also important that we are able to cater to the quality and quantity demanded from our customer to obtain long term satisfaction thus ensuring loyalty among the customers, dealers and distributors. We need to be able to instill in the minds of them a notion that for us "Customer is truly the king". India Cements - an overview : India cements is the 3rd largest manufacturer of cement in the country and largest producer of cement in South India. They are one of the oldest cement manufacturers in India, which started cement production in the year 1946, at Sankargarh in Tamilnadu. Since then it has setup a total of 9 plants with a capacity to produce about 14 million tons of cement per annum. India cements is the market leader with a market share of 28% in the south and is likely to rise to 35%. The company has access to limestone...
Words: 1895 - Pages: 8
...action is utilized to research the problems that are identified. The following nine step approach to problem solving by Management-Hub (2012) is an effective tool to assist the marketing department. • Develop a problem statement • Identify the potential cause of the problem • Gather data and verify the likely cause • Identify possible solutions • Evaluate alternative solutions • Determine the best solution • Revise the project plan • Implement the solution • Determine if the problem has been solved. Problem Statement Classic Airlines is the world’s fifth largest airline and commands a fleet of more than 375 jets that serve 240 cities with over 2,300 daily flights (UOPX scenario, 2012). The company is faced with several challenges related to rising costs and lack of new ideas or innovation. Classic Airlines...
Words: 1670 - Pages: 7
...Case Study Health Care center for the Homeless: Changing with the times Part I: Case Analysis A. size up the key problems/opportunities raised by the case Just as one bad apple can ruin the whole basket, an organization with one large problem can see the effects of that problem damage its entire organizational strategy. In the case of Health Care for the Homeless (HCCH), the lack of a strong marketing direction is what hinders this organizations ability to meet their organizational goals. The first problem can be summarized as a need for brand orientation. By definition, brand orientation puts the image and value of the brand at the core of all activity in order to affect more positive and effective outcomes. Currently, the HCCH name, logo, promotional materials and absence of vision statement are negatively effecting its brand orientation. From an external facing perspective, there is a lot of confusion around the organization’s name. The business operates under two names: “Health Care Center for the Homeless” and the “Orange Blossom Family Health Center”. It has been recognized that two key stakeholders, clients and donors, do not understand the difference between these two brands (or even that they are related under one organization) while the word “homeless” carries a stigma. This confusion has the potential to harm donations thereby affecting the facilities ability to provide quality service. As well, there is confusion between the “Health Care Center for...
Words: 3748 - Pages: 15
...3-‐Year Marketing Plan Xxxxx xxxxxx 05/17/2014 Table of Contents Introduction 2 Mission Statement 2 Product Classification 2 Target Market 3 Analysis of the Competitive Environment 3 SWOT Analysis 3 Strengths 4 Weaknesses 5 Opportunities 5 Threats 5 Marketing Objectives 6 Marketing strategies & Explanation of Strategies 6 Product Strategy 6 Place (Distribution) Strategy 6 Promotion Strategy 7 Price Strategy 7 Product Action Plan Place (Distribution) Action Plan 8 Promotion Action Plan 8 Price Action Plan 8 Measuring Effectiveness and Monitoring Timeline 9 Monitoring Timeline for the First Three Years by Marketing Mix Strategy 9 xxxx Three Year Marketing Plan “The xxxx” Introduction and Company Description Our three-year plan for Company G is focused on increasing sales of all its products as well as delivering quality, and value to its customers. As an innovative leader in the electronics market, Company G is always searching for ways to increase its market share. This creative thinking and originality has lead enter the small electronics arena. The competitive but growing demand for high quality and convenience has lead us to create the Rokit, a sleek wearable product that will change the way we move. The xxxx sport wrist band with its lightweight...
Words: 4421 - Pages: 18
...logistics and training. The Boeing Corporation has so many divisions in the company that it is divided into two business units. One of the most interesting aspects of the company is that is a major service provider to NASA. The Boeing Corporation operates and Space Shuttle and International Space Station. The company has key programs for space exploration in more than one location. The locations include, but not limited to Alabama, California, Florida, and Houston. The Boeing Corporation employs nearly one hundred and sixty thousand employees both in the United States and overseas. Because the Boeing Corporation is so huge, there is need to produce new innovating ideas in order to head off the competition. This organization is faced with challenges daily on what and how to produce the products that will fit the needs of the consumer. The Boeing 787 Dreamliner is the perfect example of the future product in which the company is currently building. “The Boeing 787 Dreamliner is said to be the world’s first mostly composite commercial airplane that will use 20 percent less fuel per passenger than similarly sized airplanes, produce fewer carbon emissions, and will have quieter takeoffs and landings.” (Fairs, 2007) This aircraft seems very cost efficient for the future customers that will fly on the Dreamliner. As easy as it sounds to produce such products, this organization encounters...
Words: 1246 - Pages: 5
...Source/Drain Technologies for Nanoscale CMOS by Pankaj Kalra B. Tech. (Banaras Hindu University) 2003 A dissertation submitted in partial satisfaction of the requirements for the degree of Doctor of Philosophy in Engineering – Electrical Engineering and Computer Sciences in the GRADUATE DIVISION of the UNIVERSITY OF CALIFORNIA, BERKELEY Committee in charge: Professor Tsu-Jae King Liu, Chair Professor Chenming Hu Professor Eugene E. Haller Fall 2008 The dissertation of Pankaj Kalra is approved: Professor Tsu-Jae King Liu, Chair Date Professor Chenming Hu Date Professor Eugene E. Haller Date University of California, Berkeley Fall 2008 Advanced Source/Drain Technologies for Nanoscale CMOS Copyright © 2008 by Pankaj Kalra Abstract Advanced Source/Drain Technologies for Nanoscale CMOS by Pankaj Kalra Doctor of Philosophy in Engineering – Electrical Engineering and Computer Sciences University of California, Berkeley Professor Tsu-Jae King Liu, Chair Transistor scaling has been the driving force for technology advancements in the semiconductor industry over the last few decades. In order to mitigate short channel effects, the gate-oxide thickness and source/drain junction depth have been scaled along with the gate length. Recently, however, gate-oxide thickness scaling has slowed, as evidenced by the fact that an equivalent oxide thickness (EOT) of ~1 nm has been used for the past 2-3 generations of CMOS technology. Although significant progress...
Words: 18676 - Pages: 75
...BUS-FP1001 November 16, 2014 Capella University Wendy's Company Wendy’s is a fast food company that was started in 1969. This company has come a long way from when the first Wendy’s restaurant opened up in Columbus Ohio. Wendy’s is the third largest fast food hamburger company and has more than 6,500 franchised and company restaurants in the U.S. Wendy’s is also international as they have restaurants in 29 other countries. (Wendy's, 2014) When reviewing Wendy’s website one can see that Wendy’s has not only a board of directors but also a leadership team. This structure of the company goes hand in hand with falling under the structure of a corporation. Wendy’s has created a functional structure that has worked very well with meeting the goal of their growing company. WENDY’S MAMGAMENT TEAM AND DUTIES Wendy’s management team falls under the title they call leadership team. In this team they have the Chief Executive Officer (CEO) Emil J. Brolick. The CEO is responsible for the entire operation of the corporation and is also responsible for reporting directly to the board of directors to aid them in making important decisions. More often than not the CEO will also be designated the company president, which CEO Emil J. Brolick is given the title of president, allowing him to be one of the inside director on the board. Wendy’s also has the position of International president; a title held by Darrell G. Van Ligten. Mr. Ligten’s job is similar to those of the CEO as he also report...
Words: 1271 - Pages: 6
...Wal-Mart is the number one retailer in the United States. Geographical growth opportunities are shrinking within the boundaries of the United States.The company needs to evaluate multiple options to determine the best strategy to deploy. The challenge is “keeping the world’s biggest retailer on its phenomenal roll and delivering the huge sales and earnings increases that investors had come to expect from Wal-Mart over the years” (Camerius& Hunger, p. 19-30, 2006). The company’s current strategic plan is tothrive in the followingareas: • Low costs, high customer service, and always low prices • Product mix • Logistics and supply-chain management • International markets • Domestic growth • Public relations I have developed multiple strategic alternativesfor the company. They are as follows: • Stability – Pause And Proceed: Pause physical growth then proceed with growth domestically and globally • Growth – Concentration: Concentrated Internet program to target domestic and foreign markets • Growth – Concentration: Horizontal Growth with International Entry for global geographical internal expansion The plan deployed must be consistent with the corporate strategy. Per Sam Walton (1918-1992), the company’s founder, “Our goal has always been in our business to be the very best and, along with that, we believe that in order to do that, you’ve got to make a good situation and put the interests of your associates first. If we really do that consistently, they in turn...
Words: 8588 - Pages: 35
