0906 CEOs Marketing Team
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Transcript of 0906 CEOs Marketing Team
Chairman’s Series on Growth
Asia Pacific Edition
The CEO’s Marketing Team:
Spearheading Profitable Growth
June, 2009
Today’s Presenters
Craig Baty
Global VP, IT Practice
Frost & Sullivan
Today’s Moderator:
Hwee Har Tan
Marketing Manager, Asia Pacific
Frost & Sullivan
Michael Buchholz
VP Marketing, Asia Pacific
Frost & Sullivan
Agenda
1. Poll Results from Last Months AP CSG
2. Overview: Where We Are in the Series
3. Challenges to the Marketing Career
4. Marketing’s Role on the Growth Team™
5. Case History: Marketing Best Practices
6. Marketing Best Practices Thought Leadership Model
7. Serious About Growth: Next Steps
Polling Responses from April APAC CSG
Does your company currently have a culture focused on Growth, Innovation and Leadership?
Yes
66.6%
No
33.3%
What challenge(s) does your CEO and/or management team face in developing and creating a culture of Growth, Innovation and Leadership?
The CEO doesn’t have the required leadership skills
66.6%
Getting the entire team on the same page
33.3%
Eliminating the ‘not invented here’ or the challenge of evolving silos
66.6%
Lack of visionary skills to develop a powerful growth strategy
33.3%
Lack of time to engage in the required growth workshops
66.6%
Lack of budget to travel to GIL and or invest in long term growth
33.3%
The Growth Acceleration System
CEO's Growth Team Building Teamwork and A Culture of Growth Innovation & Leadership
Internal Challenges for the Marketing Function
Operational issues dominate the agenda - Soft ROI – budget constraints; undervalued by
CEO and executive team
Lack of goal alignment between marketing and
sales
- Combative relationship – weak integration with
sales goals
Lack of integration with R&D - Higher risk product strategy – miss market
demand
Lack of input to growth pipeline - Growth pipeline is overly dependent on new
product development for growth
Marketing’s insular focus and reactive behavior relegate it to a highly
operational role that provides minimal value to the CEO’s Growth Team.
Situation Resulting Challenge
External Challenges for the Marketing Function
Technology of marketing is accelerating - Increased pressure on marketing to leverage
Best Practices for growth
Changing economic and political landscape -
-
Assess future growth pipeline
Puts your current growth strategy at risk
Increasingly competitive markets -
-
Offer comprehensive picture of competitive
landscape
Prepare company to address competition
Smarter customers with shorter attention spans - Build accurate audience profiles with effective
messaging
Situation
Without a 360 Degree Perspective, Marketing can provide minimal value
to the CEO’s Growth Team.™
Resulting Challenge
Marketing: Relationship with Leaders
Marketing Role CEO’s Role
• Responsible for generating growth opportunities
and ideas
• Instrumental in communicating growth strategy
and vision to internal team
• Communicates to Growth Team™ on progress
of vision
• Facilitates strategic communication within
Growth Team™
• Supports growth implementation
• Open-minded, willing to explore, nurturing of
innovation
• True collaboration with marketing
• Supports GIL (Growth, Innovation and
Leadership) Culture, open forum
• Clearly communicates objectives and vision
• Provides time and budget for long-term strategy
• Inspires, nurtures and unifies Growth Team™
to create and achieve vision
CEO/Leadership
CEO
Marketing
Marketing: Relationship with Competitive Intelligence
Marketing Role CI’s Role
• Drives Competitive Intelligence programs to
ensure successful growth opportunities
• Ensures CI is aligned with Growth Team™
on competitive landscape for growth
• Expands CI to all roles on Growth Team ™
and all projects
• Best Practices within CI function
• Proactive not reactive
• Supports diversification opportunities
Competitive Intelligence (CI) Marketing
CI
Marketing: Relationship with Market Research
Marketing Role Market Research Role
• Identify key customer/consumer and
marketplace information gaps needed to
drive growth strategies
• Prioritise key growth customer segments for
evaluation
• Collaborate with Market Research to embed
customer insight into new product
development, marketing communications
and strategies
• Develop research agenda focused on growth
opportunities
• Synthesize disparate sources of information
to evaluate opportunities
• Generate “voice of the customer” insights
• Support decision making by Marketing with
data and insights
Market Research MarketingMarket
Research
Marketing: Relationship with Corporate Strategy/Development
Marketing Role Corporate Strategy/Development Role
• Responsible for increasing Corporate
Strategy/Development activities
• Creates communication system to optimise
collaboration
• Aligns short-and long-term ideas
• Provide long-term growth ideas for Corporate
Strategy/Development
• Provides feedback on ideas generated by
Corporate Strategy/Development
• Generate and evaluate growth options for the
company
• Collaborates on ideas, opportunities, visions
and strategies
• Connects short- and long-term visions
• Be measurable
• Provides strong feedback
• Clear role and objectives, building together with
marketing
Corporate Strategy/ Development Marketing
Strategic Business Development
Marketing: Relationship with Research & Development
Marketing Role Research & Development’s Role
• Supports open collaboration between
business units and R&D
• Identifies market opportunities for R&D –
Customer Perspective, Competitor
Perspective
• Communicates internally and externally the
growth potential of various R&D activities
• Open communications with other business
units
• Capabilities of development, what's possible
• Communicates through all phases of product
development cycle
• Proactive probe for marketing-driven new
ideas
• Focus on relationship and teamwork
Research & Development (R&D) Marketing
R&D
Marketing: Relationship with Sales Management
Marketing Role Sales’ Role
• Building strategies to respond to competition
• Creates marketing communications based on
CEO’s Vision, Growth Team™ collaboration,
customers voice, brand promise and
communication channels
• Responsible for partnering with Market Research
to create customer profiles that aid the
segmented selling approach
• Drives competitive benchmarking to enhance
Sales effectiveness
• Captures measurable customer feedback
• Key 360 Degree Perspective - feedback to
Growth Team™ and marketing
• Feedback on message effectiveness
• Open communication and collaboration with
other business units
Sales Management MarketingSales
Management
Marketing: Relationship with Investor/Finance
Marketing Role Investor’s Role
• Collaborates to identify and generate ways to
leverage 10 Growth Processes
• Provide unbiased and unhyped data from
various sources including CRM system and
customer surveys
• Collaboration and communication with
marketing and Growth Team™ on costs and
investment criteria
• Feedback on financial analysis on Growth
Pipeline
• Help prioritise growth pipeline
• Sharing ROI and IRR calculations with team
• Creates financial model of growth opportunities
• Conducts sensitivity analysis of growth models
Investor/Finance
Investors
Marketing
Marketing: Current vs. Growth Team MembershipTM (GTM)
Today’s Marketing Role
• Consumed with Operations
• One-way Communication w/ CEO
• No Budget or Time for long term
• Little Insight into R&D Pipeline
• Adversarial Role with Sales
• Marketing not on Pipeline
• Marketing thinks Dept is at Best
Practice
• Marketing has Market Perspective
• Not Concerned with Culture
Empowerment Through GTM
• Big Picture Marketing Strategy
• 2-way Communication w/ CEO
• Fights for Budget & Time
• Drives Growth Strategy
• 100% Integration with R&D
• Partnership with Sales on
Implementation
• Source of 50% of Growth Pipeline
• Team Exposed to Best Practices
• Learning 360 Degree Perspective
• Drives Growth Innovation and
Leadership Culture Internally
Marketing Needs to Evolve to Optimise Impact
Marketing’s Impact on the Growth Pipeline
• Distribution Channel
• Geographic Expansion
• New Applications for Existing Technology
• Customer Segmentation Strategies
• Customer Strategies
• Sales Strategies
• Pricing Strategies
• Merger & Acquisition
• Growth Sourcing
• New Product Enhancements Driven by Customers
Marketing could fuel 50% of Growth Pipeline opportunity
Michael Buchholz,
VP Marketing, Asia Pacific
Frost & Sullivan
The Financial Opportunity
Profit
Time
Reduce Impact Of Industry Cycle
Sustainable Profitable Revenue Growth
Profit
Time
Reduce Impact Of Industry Cycle
Sustainable Profitable Revenue Growth
New Strategic Capabilities
• Brand Development
• “Helping Customers Complete Their Important Construction Projects”
Growth Strategy
Operational
Efficiency
Strategic
Acquisitions
and
Integration
Market
Development
Growth Team … a collaborative approach to growth
Market
Assessment
New Product
Development
Operational
Integration
and
Pricing
Sales Strategy
and
Account
Management
Market Research &
Analysis
R&D
Commercial Strategy
and Planning
Sales
Case In Point: Making The Old New Again…
Old Markets… New Value
Increase Use of Cement and Concrete vs. Other Materials
• Residential
• Concrete Homes
• 30-50% ↓ Energy Costs
• Paving
• Recycled Pavements
• 66%↓Material to Landfill
Repositioning Brand to Support Growth
Brand Development
Internal Focus
Rational
Products
Innovative Solutions Provider
Customer Focus
Rational + Emotional
Customer Projects
Ingredients of Success
Making It Happen AND Making It Stick
• Change “Commodity” Thinking
• Develop Compelling Business Case
• Measure and Communicate Results
• Make It a “Big” Team Effort
Specific activities performed to solve a tough
business challenge that 9 out of 10 companies are
NOT performing but SHOULD, with measurable
results proving effectiveness
Definition: What is Best Practice?
Marketing: Best Practices Thought Leadership Models Future
Research Topics
� Building and Training the Growth Team™
� Developing the Growth Pipeline from Marketing Perspective
� The Marketing Function: Top 6 Growth Thought Leaders (GTLs)
� Which Companies, Departments and Leaders are at Best Practice Level?
� Strategic Actions for Key Challenges in Marketing
� Creating a Customer and Competitor Landscape for Growth Evaluation
� Customer-driven Marketing Strategy
� Competitive-driven Marketing Strategy
� Brand Leadership & Change
� Strategic Partnering
� Lead Generation and Management Systems
� Customer Relationship Management
� Marketing-driven Product Development Process
www.frost.com/gilglobalGIL GLOBAL 2009A global community focused on Growth, Innovation and Leadership
October 2009
Kuala Lumpur
October 2009
Shanghai
December 2009
Sao Paulo
May 2010
London
September 2009
Phoenix, Arizona
October 2009
Dubai
October 2009
Bangalore
Next Steps
� Request a proposal for Growth Partnership Services to support you and your team to
accelerate the growth of your company.
� Attend Frost & Sullivan Executive MindXchange best practice networking events
(http://www.frost.com/cal) to share and address strategic challenges
� Consider Conducting a 360 Degree Growth Workshop to support your long-term growth
strategy
� Join us at a Growth, Innovation and Leadership 2009: A Frost & Sullivan Global Congress
on Corporate Growth (www.frost.com/gilglobal)
� Register for the next Chairman’s Series on Growth: (http://www.frost.com/growthapac)
� Schedule a Recession Strategy Session with a Frost & Sullivan Industry consultant (email
us: [email protected])
� Schedule a One-on-One Growth Strategy Dialogue with a Frost & Sullivan Growth
Consultant (email us: [email protected])
� Register for Frost & Sullivan’s Growth Opportunity Newsletter and Growth Team
Membership e Bulletin to keep abreast of growth opportunities in your industry and best
practices in your career track. (www.frost.com)
Contact Us
If you have questions or would like further information about anything we discussed, please send your query to the email provided below and we will get back to you shortly.
Alvin Chua
Account Manager
Automotive, Transportation & Logistics
DID: +65 6890 0997
Mob: +65 9199 4566
eMail: [email protected]