Issuu on Google+

TRANSPARENCY - MATURITY - PRIORITY - IMPROVEMENT - ALIGNMENT MARKETING OPERATIONS DNA provides the base information required to become excellent in marketing operations.

1


TRANSPARENCY MATURITY PRIORITY IMPROVEMENT ALIGNMENT


MO:DNA MAKING MARKETING COUNT

MARKETING OPERATIONS DNA provides the basic information required to become excellent in marketing operations.

Disclaimer: We use reasonable efforts to ensure that accurate information is provided in this report, but do not guarantee such accuracy, and make no representations regarding the use or results of use of any content on this report in terms of its accuracy, reliability or any other matter.

operators, nor anyone who helped develop, create, produce or deliver the content in this MARKETING OPERATIONS DNA, is liable for any damages related to your use of or inability to use this report, including, without limitation, indirect, incidental, special or consequential damages.

All information provided in MARKETING OPERATIONS DNA is intended solely for general information purposes and we cannot take responsibility for the results or consequences of any attempt by you to use or adapt any of the information in MARKETING OPERATIONS DNA, including, without limitation, any financial analysis, savings or investment summary, labor savings, production increases, scrap reduction savings, annual profit increases or other miscellaneous savings. Our organization, nor any of its sponsors, individual contributors or system

This report is delivered subject to the condition that it shall not, by the way of trade or otherwise, resold, hired out, or otherwise circulated without the publisher’s prior consent in any form of binding or cover other than that in which it is published and without a similar condition, including this condition, being imposed on the subsequent client.

Published in the Netherlands in 2012 by MRMLOGIQ B.V. Edition Evans Electronics 2012 04 Copyright Š 2012 by MRMLOGIQ B.V. All rights reserved. For more information contact: MRMLOGIQ B.V., Amsterdam, The Netherlands Authors: Romek Jansen & Frans Riemersma Printed and bound in The Netherlands Version: MO:DNA 2 - MQ Evans Electronics

3


TABLE OF CONTENTS INTRODUCTION

6 - 27

TRANSPARENCY

28 - 37

MATURITY PRIORITY

38 - 47 48 - 57

IMPROVEMENT ALIGNMENT

58 - 63 64 - 69

CONCLUSIONS ABOUT

70 - 79

80 - 85

DEFINITIONS

86 - 87


6. Executive Summary 8. Introduction 14. About Operational Marketing Excellence 16. About Marketing Operations DNA 18. About the Respondents 22. 10 Marketing Processes 24. 5 Marketing Resources 26. 1 Marketing Operations

28. Marketing Operations Transparency 31. Materials 32. Manpower 36. Machines

38. Marketing Operations Maturity 43. Maturity by Resource 44. Maturity by Business Unit 45. Maturity by Market 46. Brand Governance Maturity

48. Marketing Operations Priorities 52. Efficiency Priorities 54. Effectiveness Priorities 56. Compliance Priorities

58. Marketing Operations Improvement 61. Improvement Potential

64. Marketing Operations Alignment 67. Alignment by Role 68. Alignment by Business Unit 69. Alignment by Market

72. Transparency 73. Maturity 74. Priority 75. Improvement 76. Alignment 78. Next steps

83. About MRMLOGIQ

87. 10 Marketing Processes - 5 Marketing Resources - 9 Value Drivers 5


EXECUTIVE SUMMARY An Operational Marketing Excellence program creates sustainable value. It creates an environment in which the marketing operations investments can be lowered and campaign results are improved, while the operational risks associated with lack of control or transparency are reduced. MARKETING OPERATIONS DNA delivers insights in who are involved in the core marketing operations processes, what we currently do right and what we can do better. The outcomes of the assessment provide us with the basic information that will help us to become excellent in our marketing execution.

INTRODUCTION

EVANS ELECTRONICS* was founded in the UK in 1982 by Victor Evans. After the successful launch of the well-known CoolBlueTM cooling series, new Household Appliance lines were launched and quickly followed by the Personal Care segment. Over the years the product lines have expanded with the Business Units Sounds & Vision and Mobile, making use of the advanced CoolBlueTM touch screen technology. Recently EVANS ELECTRONICS entered the Health Care market. Due to increased competition, expiration of patents and economical challenges, EVANS ELECTRONICS has decided to defend its market share in Household Appliances and Personal Care and grow to top 5 positions in Sound & Vision, Mobile and Health Care. A strategic initiative called 4E, “Effective & Efficient Evans Electronics”, was set out by the Executive team. Within the next two years, the marketing function will design and implement the 4E concept. Taking the MO:DNA survey was the first step in this process.

TRANSPARENCY AND MATURITY OF RESOURCES

Within the Evans Electronics marketing organization “on time delivery” is likely to be problematic, since many teams and suppliers are involved in the same parts within the marketing execution processes, namely the creation and production of predominantly offline marketing materials. It is nearly impossible to create an instant overview of the status of marketing activities with the use of MS Office tools only. The average maturity of the marketing resources and processes is low (2,5 out of 5). With the strong customer driven focus of the large trade marketing work force, the physical and digital distribution processes of marketing materials have the highest maturity. The ordering and production processes of marketing materials rank second highest in terms of maturity. But it comes with a price: a large number of suppliers and marketers are involved in these processes.

PRIORITY, IMPROVEMENT POTENTIAL AND ALIGNMENT

In the case of marketing efficiency and effectiveness both ‘Process Cycle Time’ and ‘Customer Relevance’ have a high priority and improvement potential. Looking at role, Business Unit or market, all survey respondents agree on the same improvement potential. The exact opposite is true for the alignment of priorities. This indicates that there is a limited capability to roll out strategies throughout the organization down to the lowest operational levels. The Business Unit Personal Care best matches the overall priority and improvement potential. In terms of markets, the UK best matches the overall priority and improvement potential.

WHERE TO START?

The consolidation and standardization of marketing materials across all Business Units and markets is recommended to create a balanced media mix that is more relevant to the customer. As for the creation and production of marketing materials the roles and responsibilities should be redefined and distributed across the markets and Business Units to effectively roll out new strategies and to avoid delays in cycle times when delivering marketing materials. This new operating model for the marketing supply chain should be accompanied by a higher level of automation for the actual creation of marketing materials as well as the planning and budgeting of marketing activities. It is recommended to start with the Business Units and markets already closest to the end goal. This will set the example for the other units and markets and increase the learning curve. The Business Unit Personal Care across markets or the UK in particular best matches the overall priority and improvement potential: Process Cycle Time and Customer Relevance.

* EVANS ELECTRONICS is an non-existing company. It is founded in our imagination with the objective to show you the potential of streamlining your marketing operations and applying MO:DNA. If EVANS ELECTRONICS shows resemblance with a real life company this is no coincidence. The situation at EVANS ELECTRONICS is based on an extensive collection of real-life experiences in marketing operations improvements projects. However, this report was written with no specific company or vertical in mind and is solely used for explanation purposes.

7


INTRODUCTION


9 9


THEN

Back in the days communication lines were straightforward. There was no need for a Marketing Operations function.


NOW

Nowadays communication lines get strangled in a web of information transactions. We need a Marketing Operations function. 11


What is

our MARKETING OPERATIONS DNA?

DNA defines who It is at the

core of all life.

If there is a

Can we Are we

we are.

fault in the DNA, survival and growth are at risk.

rely on our DNA?

ready and equipped for the challenges ahead?

MARKETING OPERATIONS DNA gives us the insights on where we are So we can see where we can become better More scalable, more flexible and more

today.

tomorrow.

competitive.

13


ABOUT OPERATIONAL

MARKETING EXCELLENCE UNDERSTANDING THE VALUE DRIVERS Marketing has never found itself in a more challenging and promising decade. There are more competitors, more products, more brands, more media channels and more regulations than ever before. Basically everything increases, except the budget. Operational pressures and complexity drive many marketing departments to the edge of sanity. And sometimes beyond. On the plus side, there are new techniques, methods and specialized marketing technology available that tackle some deeply-grained issues around marketing: its role within the organization and its ability to deliver efficiently and effectively. Turning the challenge into an opportunity means aligning the long-term vision and the short-term solutions across the marketing supply chain. The secret of safeguarding this life-time opportunity lies beneath the surface, the 80% of the marketing iceberg, in marketing operations.

MARKETING OPERATIONS DNA clusters the operational priorities around the 3 value drivers of Operational Marketing Excellence:

MARKETING EFFICIENCY

Driving higher results through smarter allocation and use of marketing resources, lowering the investment.

MARKETING EFFECTIVENESS

Allowing higher results through a better infrastructure, enabling right time, right place, right offer capabilities, increasing the return.

MARKETING COMPLIANCE

Facilitating risk management by a better controlled marketing infrastructure and by delivering output according to guidelines regarding brand, finance and legal, thus lowering the risk.


“WHILE STRATEGY IS THE DIFFERENTIATOR FOR CREATING COMPETITIVE ADVANTAGE, OPERATIONAL EFFICIENCY IS A PREREQUISITE.”

MICHAEL PORTER

Many marketers focus on marketing strategy – branding, positioning, segmentation, tone of voice – neglecting operational marketing efficiency. MARKETING OPERATIONS DNA delivers the basic information to help us

operational marketing excellence.

focus on

15


20% STRATEGY & CREATIVE

80% OPERATIONS & PROCESSES


MARKETING OPERATIONS DNA

ABOUT

1. TRANSPARENCY Which resources do we use?

2. MATURITY How mature are the resources we allocate?

UNDERSTANDING THE CHAPTERS

3. PRIORITY Which value drivers do we rank highest?

4. IMPROVEMENT Which value driver has the biggest improvement potential?

5. ALIGNMENT To improve our ability to execute marketing activities and campaigns, we need to know where we are, where we want to be and how to get there.

Do we agree on value drivers and improvement potential?

MARKETING OPERATIONS DNA brings the 80% of the marketing iceberg to the surface in 5 chapters.

17


ABOUT THE

RESPONDENTS UNDERSTANDING THE MARKETING OPERATIONS DNA RESPONDENTS All the data in this document are derived from a marketing operations survey we executed amongst the people actively involved in our marketing processes.

1. RESPONDENTS & LOCATIONS

UK 3344 34

STATISTICS ON THE SURVEY

BeNeLux 12

SPIF

DACH

CEE 10

21

14

Start date: 01-04-2012 End date: 22-04-2012 Number of invitations sent: 100 Number of respondents: 91 Total number of months of knowledge contributing to this assessment: 1533

CONCLUSION: Over 1/3 of the respondents operate from the UK. DACH comes in second place followed by three markets almost equal in amount of respondents (SPIF, BeNeLux, CEE).

Average number of months in role: 17


2. RESPONDENTS & BUSINESS UNITS

3. RESPONDENTS & ROLES

2

Marketing Director Marketing Manager Operations Manager

26 1

Production Manager Health Care

6

Household Appliances

24

5

Creative Designer

4

Content Creator

4 13

Online Marketer Mobile

13

Trade Marketer 32

Personal Care Sound & Vision

16

CONCLUSION: Most respondents work for Personal Care followed by Household Appliances.

Database Marketer Other

29 3 4

CONCLUSION: 2/3 of the respondents work as a Trade Marketer or Marketing Manager. 19


10 MARKETING PROCESSES + 5 MARKETING RESOURCES = 1 MARKETING OPERATIONS PAUL ISAKSON

“People. Process. Input. If you want to create new outcomes you’ve got to change at least one of them.”


21


10 MARKETING PROCESSES Where can we change people, process or input in our marketing function? Using the 10 Functional Areas we can easily map our resources. The 10 Functional Areas are 10 Marketing Processes that require different activities, workflows, skill sets, knowledge and technological solutions. They naturally follow the daily marketing communication flow as we create, produce and distribute marketing materials.

Marketing Operations Monitoring & Reporting Process

10. Reporting

9. Knowledge Marketing Operations Management Process

8. Budget 7. Planning

1. Content

2. Publishing

3. Ordering

CREATE

S

4. Production

5. Channel

PRODUCE

M

6. End User

Marketing Operations Execution Process

DISTRIBUTE

C

R


The 10 Marketing Processes cover three layers, representing the organizational hierarchy. MARKETING OPERATIONS EXECUTION PROCESSES

The 10 Marketing Processes naturally follow the daily marketing communication flow because they are based on the SMCR model.

1. Content

The creation of images, texts, logos, artwork, icons.

S

2. Publishing

The creation of advertisements, brochures, displays, websites, banners, TV/Radio commercials, flyers.

M

3. Ordering

The coordination of the order list, defining production volumes and capturing demands for marketing material.

4. Production

The coordination with the production suppliers (such as printers and advertising agencies), Request For Quotation (RFQ), purchasing (media & print), traffic.

5. Channel

Trade marketing activities, e.g. the use and distribution of assets, POP, POS, in store material distribution to retailers/resellers/dealers/wholesale, long tail.

C

R

Source - The entity wishing to present a particular view of an event or object: you or the brand Message - Signal or combination of signals that form a body of information: an idea or an offer Channel - Vehicle or carrier through which signals are sent: the chosen medium or set of media Receiver - The target, person or thing that takes in messages: the prospect or customer

In between the 4 SMCR elements 3 main processes exist: the creation, production and distribution of marketing materials.

6. End User

Consumer marketing activities; CRM, campaigns distribution directly to consumers.

MARKETING OPERATIONS MANAGEMENT PROCESSES

7. Planning

Management of the production planning; resources planning, calendar, workflow, collaboration, dependencies, alerts, sign-offs.

8. Budget

Management of the budget; allocated budget, committed budget, spent costs, invoices, cost centers, cross billing.

9. Knowledge

Management of knowledge; brand guidelines, procedures, definitions, intranet, best practices, results.

MARKETING OPERATIONS MONITORING & REPORTING PROCESS

10. Reporting

You can always find these 10 Marketing Processes at the DEFINITIONS.

Management of business intelligence; reports, data mining, Key Performance Indicators (KPIs), scorecards, dashboards. 23


5 MARKETING RESOURCES Within these 10 Marketing Processes we use marketing resources. But what exactly are marketing resources? And how many are there?

There are five key resources in marketing. No more, no less.

“What needs to be created, by whom, using which technology, under which budget, in what timeframe?� Answering this central marketing operations question gives us the five-M paradigm: Materials, Manpower, Machines, Money and Minutes. The dynamic between the marketing resources is as follows: Marketing strategies cause the use of Materials to increase. Manpower and Machines transform the Materials into something more valuable. Money and Minutes are under the greatest pressure to be more efficient. In MO:DNA we focus on Materials, Manpower and Machines, with the objective to reduce the use of Money and Minutes.


1.

2.

MANPOWER

MACHINES

Materials refers to the physical and digital input and output of the marketing (sub)processes, undergoing the transformation and creating value for the organization.

Manpower refers to all human-related assets across the marketing processes. This covers the number of staff you can deploy (FTE), but also your suppliers, and what their roles and responsibilities are, as well as the proliferation of skills, knowledge and experience.

Machines refers to all technology – hardware and software – used in the process. This resource may range from capacity at the printer to software technology such as content management systems, automated publishing modules, campaign management tools, CRM, etc.

4.

5.

MATERIALS

MONEY

MINUTES

Money refers to budgets and the way they are allocated and spent.

Minutes refers to the time required to process a task, execute a process or go-to-market.

3.

You can always find these 5 Marketing Resources at the DEFINITIONS.

25


1 MARKETING OPERATIONS 10 Marketing Processes and 5 Marketing Resources come together in 1 Marketing Operations.

The Marketing Operations function needs to strategically coordinate all marketing activities. Only then we can manage our strategy by the minute. When we group and align our resources around the customer we become customer centric. We need to break down the silos, benefit from economies of scale and turn into an integrated organization designed to learn. In summary: we need to align our priorities and resources. Let’s take a look at the transparency, maturity, priority, improvement and alignment of our marketing operations.


27 27


TRANSPARENCY WHICH RESOURCES DO WE USE?

29


TRANSPARENCY

MARKETING OPERATIONS Transparency within marketing operations implies openness and clear communication about the allocation and use of marketing resources. It is mandatory if you want to re-use assets, avoid waste and to become more collaborative, more accountable and benefit from economies of scale. What is created, by whom, using which technology in our organization? Let’s take a look at Materials, Manpower and Machines.


MATERIALS OUR MEDIA MIX AND INFORMATION MIX Our Materials refer to a mix of Media and Information categories used in our communication with our audiences.

MEDIA MIX Indicates the mix of different media types used across our Business Units and Markets to communicate with our audiences. It ranges from various touchpoints like Face to face, Merchandising, Internet, E-mail, Mobile, Outdoor, Print, Radio, Television, etc.

INFORMATION Indicates the different information categories included in our Media Mix. Think about Corporate information, Marketing information, Product information, Financial information, Compatibility information, Legal information, Channel information, Co-branding information, etc.

INFORMATION MIX 2. % OF RESPONDENTS INVOLVED IN CONTENT CREATION FOR INFORMATION CATEGORIES

1. % OF RESPONDENTS INVOLVED IN PUBLICATIONS FOR MEDIA TYPES

51%

Advertising, Billboards

Channel information

CRM, Customer Intelligence

Co-branding information

28%

Merchandising, Events Mobile

63%

Print, Brochures, Flyers

TV, Radio Web, Microsite, Banner

66% 43%

Corporate information

81%

Financial information

69%

8% Legal information

Social, Blog

11%

Compatibility information

6%

POS, POP, Displays, In store

SEO

57%

11%

33%

28% Marketing information

34% 40%

CONCLUSION 1: Most respondents are involved in creating ‘Print, Brochures, Flyers’, followed by ‘POS, POP, Displays, In store’.

Product information

90% 94%

CONCLUSION 2: Many respondents are involved in creating many types of content. In content creation there are many generalists. 31


MANPOWER OUR TEAMS Our team members play different roles in the daily marketing communication processes across the 10 Marketing Processes.

You can always find these 10 Marketing Processes at the DEFINITIONS.

3. MARKETING PROCESSES & ROLES

10. Reporting

2x Marketing Directors 14x

3x Database Marketers

Marketing Managers

9. Knowledge

8. Budget

2x Marketing Directors

23x 2x Marketing Marketing Managers Directors

2. Publishing

13x Online Marketers

1x 5x Operations Production Manager Managers

2x Database Marketers

6x Online Marketers

26x 2x Marketing Marketing Managers Directors

7. Planning 1. Content

11x Marketing 1x Managers Creative Designer

3. Ordering

1x Operations Manager

1x Database Marketer

18x Trade Marketers

1x Operations Manager

7x Trade Marketers

2x Production Managers

e 7x Onlin rs Markete

1x Operations Manager

4. Production

4x Others

5x Production Managers

s 4x Other

Marketing Operations Management Process

12x Trade Marketers

5x Productions Managers

5. Channel

21x Trade Marketers

2x Others

6. End User

1x 12x 1x 20x 1x 16x 1x 26x Trade Marketing 3x Marketing 16x Operations Marketing 17x Operations Marketing Database Others Marketers Director Managers Manager Managers Manager Marketing Marketing Managers Marketer 4x Managers Managers 5x 13x Production 17x Trade 11x Production 13x Online 2x 4x 8x Online Managers 4x ade 2x 1x Marketers Online 26x Tr M an Online ag Marketers Others Creative er Marketers s s Others ters Content ter e Creative ke rk ar M a M Marketers Designers Creator Designers 4x 3x 1x 4x 5x 20x 5x Content Database 20x Others Production 29x Trade Operations 5x Online Trade 4x Production Creators 11x Marketers Trade Manager Marketers Managers Online Marketers Marketers Others Managers Marketers Marketers

1x Production 4x Manager Content Creators

Marketing Operations Monitoring & Reporting Process

21x Marketing Managers

CONCLUSION 3: Marketing Managers are involved in operational tasks and Trade Marketers are heavily involved in the creation of content.

Marketing Operations Execution Process


MANPOWER OUR SUPPLIERS Our suppliers play different roles in the daily marketing communication processes across the 10 Marketing Processes.

You can always find these 10 Marketing Processes at the DEFINITIONS.

4. MARKETING PROCESSES & SUPPLIERS Data Mine

10. Reporting

Marketing Operations Monitoring & Reporting Process

IntelCore5

9. Knowledge WPPK/ Hartmann

8. Budget

WPPK/ Hartmann

7. Planning 1. Content KingCom Creative Blue Berry

iCatch

2. Publishing WPPK/ Hartmann ThreeSixty

Meier & Mayer

Socialistas

Marketing Operations Management Process

ThreeSixty

TH!NK digicomm

3. Ordering M.A.C. Fulfilment

Madison

4. Production TH!NK digicomm Rototech

5. Channel

Travertari

WPPK/ Hartmann

PrimaPrint

M.A.C. Fulfilment

Store Steps

Mr. Bricks

6. End User Ad Valvas

Exprezz

Marketing Operations Execution Process

Daily Direct

CONCLUSION 4: No suppliers support knowledge management. 70% of the suppliers support the Marketing Operations Execution Process layer. Publishing and production are supported by many suppliers.

33


MANPOWER OUR SKILLS & TALENTS Are we fit to face the challenges of the future? How are the talents distributed within the organization? Is the team more creative than analytical? Do the team members consider themselves to be strategic masterminds or operational wizards? Is the team capable of keeping pace with the changing marketing discipline? Let’s take a look at the Manpower within our organization, all human related assets across the marketing processes. This covers the roles and responsibilities, as well as the combined set of skills, knowledge and experience.

There are two major trends with regard to the resource Manpower: 1. The Creative – Analytical skills and talents Over the years, marketing has gradually shifted from an art to a science. This transition within the marketing field, running parallel with the transition from offline to online media and technological innovations, has sparked a new world of opportunities with regard to customer insights, customized product offerings and return on investment calculations. Marketing has become more analytical. 2. The Strategic – Operational skills and talents Over the years, marketing focus has gradually shifted from mainly generating good ideas to the execution of good ideas. Media proliferation and reduced product lifecycles call for a better coordination and collaboration skills to master marketing complexity. Nowadays on average 70% to 80% of the activities within a marketing department are related to marketing execution. A good marketing execution and a well-oiled marketing operations engine have become prerequisites for marketing success. Operational Marketing Excellence has become a must.


POSITION & TALENTS

5. TALENTS & SKILLS

How are the roles and talents distributed throughout our marketing organization? An equal distribution of talents and skills is necessary to adequately adapt to changing marketing conditions. Are most of your marketers in only one quadrant? Then it is likely you will encounter difficulties to increase marketing maturity and become excellent.

STRATEGIC

THE STRATEGIC MASTERMIND Answering the why, vision, concept, long-term, roadmap, large scale, doing the right thing. THE OPERATIONAL WIZARD Answering the how, tasks, tools, short-term, execution, smaller scale, doing things right. THE CREATIVE Doing the cool, visual, emotional, impetuous, believes, big picture oriented, right brain.

ANALYTICAL

CREATIVE

THE ANALYST Doing the smart, textual, factual, pratical, knowing, detail oriented, left brain. ROLE Marketing Director Marketing Manager

OPERATIONAL

Operations Manager Production Manager Creative Designer Content Creator Online Marketeer Trade Marketeer Database Marketeer

CONCLUSION 5: Most respondents score high on the strategic and creative scale. Few respondents mentioned their analytical and operational skills. 35


MACHINES OUR MARKETING TECHNOLOGY Our marketing technology solutions support different areas in the daily marketing communication processes across the 10 Marketing Processes.

You can always find these 10 Marketing Processes at the DEFINITIIONS.

6. MARKETING PROCESSES & TECHNOLOGY

Indigo

Site-C

10. Reporting

Marketing Operations Monitoring & Reporting Process

IntelCore5

9. Knowledge

8. Budget

Connect (MS SharePoint)

ProClear

MS Excel

7. Planning 1. Content 1-2 Many

FTP

Neutron

COOP

2. Publishing Adobe

Marketing Operations Management Process

MAP

MS Outlook

3. Ordering Madison Square

M.A.C. Fulfilment

4. Production

5. Channel Partner base (MS Access)

6. End User Target Soft

1-2 Many Delphy CRM

CONCLUSION 6: Budget Management is done in three different systems. Planning is predominantly done via MS tools. Publishing and Production are not really supported by internal systems.

Marketing Operations Execution Process


37


MATURITY HOW MATURE ARE THE RESOURCES WE ALLOCATE?

39


MATURITY

MARKETING OPERATIONS Identifying the current maturity of resources in our processes is essential to estimate our Operational Marketing Excellence growth potential. Striving for Operational Excellence in Marketing is a matter of climbing the maturity ladder. With every step we become more efficient and effective and create sustainable competitive advantage. The Capability Maturity Model (CMM), developed by Carnegie Mellon University, is altered to fit the purpose of MO:DNA and to map marketing processes and resources.


41


The

elements and dynamics in the maturity levels can be described as:

MATERIALS

MANPOWER

MACHINES

Level 5.

Marketing material is continuously improved, based on customer result measurements. All material is created according to the marketing plan. It is linked to tactical and strategic goals.

Level 5.

Through a controlled and monitored process our roles & responsibilities are continuously improved through incremental steps.

Level 5.

Level 4.

Marketing material can easily and effectively be adapted by marketing management to particular projects according to the marketing plan, without significant loss of quality or deviating from brand specifications.

Level 4.

Roles & responsibilities can be guided, controlled and adapted to particular projects, whilst maintaining quality standards.

Level 4.

Level 3.

Marketing materials are well-defined, standardized and consistent. The individual marketing materials are linked to objectives and marketing plan.

Level 3.

Roles & responsibilities are defined and documented, which enables the entire organization to execute processes and workflows consistently.

Level 3.

Level 2.

Some marketing materials are produced repeatedly, but without guaranteed consistency. The marketing plan is consulted and offers (limited) guidance when there is a request for new material.

Level 2.

Some roles & responsibilities look similar throughout the organization. Discipline is not strict, but where it exists it may help to ensure that existing processes are maintained during times of stress.

Level 2.

Level 1.

Level 1.

Level 1.

Marketing material is created on an ad hoc basis, reacting to requests from the business. Results from previous campaigns are not stored or consulted when new campaigns are created.

Business is run in an ad hoc and reactive manner. Roles & responsibilities are generally undocumented and in a state of dynamic change.

There is a single interactive enterprise marketing platform, where all marketing-related data can be continuously checked and improved.

The marketing management uses workflow tools and automated data synchronization to control, adjust and adapt data across the organization.

There is one set of technology and software solutions for the entire group. A consistent asset & project administration is established across all teams through a controlled data entry process.

Some technology and software are used by multiple people. Data is shared via a central folder structure. Overviews are created in spread sheets based on templates.

The technology and software used in campaigns differs per individual marketer. Assets are stored in personal folders and can be requested at external agencies. Overviews are created in personal spread sheets.


MATURITY BY RESOURCE What is the maturity of our resources in our organization? Can we manage our resources more efficiently?

You can always find these 10 Marketing Processes at the DEFINITIONS.

The average maturity level score per Resource is:

The average Marketing Operations maturity is:

Materials Manpower Machines

2,5 1. MATURITY BY RESOURCE

Materials Manpower Machines Content

Publishing

Ordering

Production

Channel

End User

Planning

Budget

Knowledge

Reporting

CONCLUSION 7: The average Marketing Operations maturity is 2,5. The Marketing Operations Execution Process layer has the highest maturity level, with an exception for Publishing. Knowledge Management and Reporting are the least mature processes. 43


MATURITY BY BUSINESS UNIT What is the maturity of our resources across the different Business Units? Can we match well-performing with less performing Business Units?

You can always find these 10 Marketing Processes at the DEFINITIONS.

The average maturity level score per Business Unit is:

Health Care Household Appliances Mobile Personal Care Sound & Vision

2. MATURITY BY BUSINESS UNIT

Health Care Household Appliances Mobile Personal Care Sound & Vision

2,0 2,7 2,4 2,4 2,1

1,7 2,3 2,1 2,3 2,2 Content

1,7 1,8 1,7 2,0 1,9

1,0 1,7 1,5 1,7 1,3

1,0 1,7 1,4 1,5 1,3

1,0 1,3 1,0 1,5 1,0

Publishing

2,7 3,5 3,3 3,4 3,0

2,7 3,1 3,0 3,3 3,0

2,3 3,1 3,0 3,0 3,0

Ordering

2,6 3,1 2,8 3,3 2,8

2,6 3,1 3,0 3,2 2,9

2,4 2,8 2,8 2,7 2,9

Production

3,3 3,7 4,0 3,6 3,8

3,0 3,6 3,9 3,6 3,8

3,0 3,3 3,7 3,2 3,6

Channel

0,0 4,0 3,8 4,0 3,5

0,0 3,2 3,6 3,7 3,7

0,0 2,9 3,4 3,5 3,3

End User

1,6 2,8 2,4 2,3 2,0

1,6 2,2 1,9 2,3 1,7

1,6 1,9 1,6 1,9 1,5

Planning

1,6 4,1 2,3 4,0 2,3

1,6 3,7 2,0 3,3 2,2 Budget

1,8 3,3 1,7 3,2 1,8

0,0 0,0 2,0 0,0 1,7

0,0 0,0 2,3 0,0 1,7

0,0 0,0 1,7 0,0 1,0

Knowledge

0,0 1,7 1,8 1,9 2,0

0,0 1,4 1,5 1,5 1,8

0,0 1,6 1,4 1,8 1,4

Reporting

CONCLUSION 8: BUs are equally mature with an exception for Health Care, which scores significantly lower. Knowledge and Reporting are partially not covered, especially in Health Care, Household Appliances and Personal Care.


MATURITY BY MARKET What is the maturity of our resources across the different Markets? Can we match well-performing with less performing Markets?

You can always find these 10 Marketing Processes at the DEFINITIONS.

The average maturity level score per Market is:

3. MATURITY BY MARKETS

Content

Publishing

Ordering

Production

Channel

End User

Planning

Budget

Knowledge

Reporting

CONCLUSION 9: UK has the highest maturity, because of the Channel and End User processes. BeNeLux has the lowest maturity, because of low scores on Content, Publishing, Knowledge and Reporting processes. Some markets don’t have any resources allocated to Knowledge management. 45


BRAND GOVERNANCE MATURITY OUR BRAND ORIENTATION Strong brands correlate with strong business performance. How does the marketing department experience the brand orientation of the company itself? Is Is Is Is

it merely a logotype? the brand a culture carrier that expresses the cohesion between colleagues? the brand used to create trust and drive sales? the brand the backbone of the company, connecting values and logic?

The Brand Orientation Index (BOI; www.brandorientationindex.com) clearly shows that brand-oriented companies are more profitable, have a long-term scope, combine the internal and external perspective in a holistic approach, have executive involvement in marketing and set clear goals.

5 Insights from Brand Orientation research 1. It is profitable to be brand-oriented. The more brand-oriented a company is, the more profitable it is. The most brand-oriented companies have almost twice the operating profit (ebita) of those that are the least brand oriented. 2. Short-term financial perspective and brand orientation do not go well together. Relatively few brand-oriented companies are listed on the stock exchange. One plausible explanation for this may be that the quarterly economic cycle forces many listed companies into a short-term profitability mindset that seldom benefits long-term brand strategy. 3. Combining an internal and an external perspective is a success factor for brand orientation. Most brand-oriented companies have the ability to combine both an internal and an external perspective on brand development. These companies have succeeded in creating a value-driven organization in which the employees are brand ambassadors, while they also have the ability to exploit the brand as a strategic competitive tool on the market. Building a strong brand requires a holistic approach.

4. In brand-oriented companies, brand development is an issue for top management. In most brand-oriented companies the executive management group is very involved and active in various brand-related issues. Decentralized brand responsibility seldom promotes brand orientation. 5. Brand-oriented companies attach considerable importance to setting up targets and meeting them. Successful brand building is characterized by continuity and determination. The most brand-oriented companies therefore attach considerable importance to setting up long-term goals and to evaluating them, for both internal and external brand development.


4. INTERNAL BRAND PERCEPTION

The brand is a logotype The brand is a visual element. The management team shows little interest in the brand. Brand recognition in the market is limited. We have no defined and/or strong brand values.

The brand is the carrier of the corporate culture Our brand is the vehicle for educating and connecting employees. There is a considerable brand involvement from the management team. There is limited brand recognition in the market, but our internal brand values are highly respected.

The brand is a sales tool We focus more on product branding than on corporate branding. The management shows considerable interest in the brand. Our brand is highly recognized in the market. We have defined brand values, but most people/consumers don’t know what they are.

CONCLUSION 10: By far the most respondents see the brand as a sales tool.

The brand is the backbone of all operations The brand is the cement that holds together strategy, operations and organization. The management team is highly involved in the brand. Our brand is widely recognized and we have strong and well-known brand values. 47


PRIORITY WHICH VALUE DRIVERS DO WE RANK HIGHEST?

49


PRIORITIES

MARKETING OPERATIONS Which value drivers do we rank highest if we look at efficiency, effectiveness and compliance? Each marketing discipline or department within a large organization tends to set goals for efficiency, effectiveness or compliance. Sometimes these goals align with broader corporate objectives. Sometimes they don’t. Each can work against the other: the different functions can create a silo-driven mentality that establishes individual fiefdoms. A more organization-wide collaborative approach will yield better results. Making conscious and holistic decisions on Operational Excellence objectives and selecting priorities helps all parties to work together and create sustainable value.

MARKETING OPERATIONS DNA clusters the operational priorities around the 3 value drivers of Operational Marketing Excellence:

MARKETING EFFICIENCY

Driving higher results through smarter allocation and use of marketing resources, lowering the investment.

MARKETING EFFECTIVENESS

Allowing higher results through a better infrastructure, enabling right time, right place, right offer capabilities, increasing the return.

MARKETING COMPLIANCE

Facilitating risk management by a better controlled marketing infrastructure and by delivering output according to guidelines regarding brand, finance and legal, thus lowering the risk.


51


EFFICIENCY PRIORITIES Achieving efficiency is primarily aimed at the benefit of the process owner. Marketing Efficiency is the optimal use of marketing resources to create the marketing output. Costs, Cycle Time and Capacity are the main efficiency drivers.

1. REDUCE OPERATIONAL COSTS

Operational costs are associated with the resource investments to create and produce marketing materials. These include costs related to HR, creative agency fees, planning, coordination, workspace and systems costs. Operational marketing costs do not include Media buying costs. In some organizations the ratio between Media costs (customer touch points) and Operational marketing costs (overhead) is called the “the working dollar versus nonworking dollar ratio�.

2. REDUCE PROCESS CYCLE TIMES

Cycle time is the total length of time required to complete an entire process. It includes the time taken to perform the actual work, also known as processing time, as well as the task transfers and waiting. Often processing time is less than 1% of the cycle time. Therefore comparing the sum of processing times between the old and the new situation is not sufficient. Reducing cycle times means primarily looking at the waiting, not at the doing.

3. INCREASE OPERATIONAL CAPACITY

Capacity is the ability to do, to perform or to produce. It refers to the size, amount, load and scalability of Manpower (human resources) and Machines (technology systems). In some marketing organizations, higher capacity and higher peak performance are required to handle a growing list of (customized) messages and associated Materials. Accurate capacity ensures that the availability of resources is in line with the current and future business needs and that demand and supply are balanced.


1. EFFICIENCY PRIORITIES

REDUCE OPERATIONAL COSTS

16%

58%

25%

REDUCE PROCESS CYCLE TIMES

64%

31%

5%

INCREASE OPERATIONAL CAPACITY

19%

12%

69%

HIGH PRIORITY

MEDIUM PRIORITY

LOW PRIORITY

CONCLUSION 11: 2/3 of the respondents see the reduction of process cycle times as the highest efficiency priority to fulfill the needs of the internal organization. 53


2. EFFECTIVENESS PRIORITIES

REDUCE TIME-TO-MARKET

12%

70%

18%

INCREASE CUSTOMER RELEVANCE

75%

20%

5%

INCREASE CUSTOMER EXPOSURE

13%

10%

77%

HIGH PRIORITY

MEDIUM PRIORITY

LOW PRIORITY

CONCLUSION 12: 75% of the respondents indicate that the highest effectiveness priority is to increase customer relevance.


EFFECTIVENESS PRIORITIES Achieving effectiveness is primarily aimed at the customer. Marketing Effectiveness is how well the marketing output meets the requirements of its end customer. Time-to-market, relevance and exposure are the main effectiveness drivers.

4. REDUCE TIME-TO-MARKET

The time-to-market of campaigns relates to the time required from the start of the marketing concept to the launch of the campaign. If you take the same start date as before the improvement, and launch earlier, a reduced timeto-market results in an increased “sales window”. If you take the same launch date as before the improvement, but start later, a reduced time-to-market allows you to decrease the “response time” to changing market conditions.

5. INCREASE CUSTOMER RELEVANCE

Customer relevance relates to creating an offer that meets and satisfies every aspect of the customer need, and is delivered through a preferred media channel. Nowadays customers are better informed, more savvy and more media-wise than ever before. Improving “right offer, right place capabilities” through marketing operations facilitates a better customer engagement, more customer intimacy, creates context and drives sales.

6. INCREASE CUSTOMER EXPOSURE

Customer exposure relates to the number and frequency of customer touch points. A bigger market presence can be calculated using Gross Rating Point (GRP), measuring the size of an audience reached by a specific media vehicle or schedule. The GRP is calculated by multiplying the percentage of the target audience reached by an advertisement with the frequency they see it in a given campaign.

55


COMPLIANCE PRIORITIES Achieving compliance is primarily aimed at the benefit of the brand owner and the company as a whole. Marketing Compliance is how well management expectations about marketing are embedded in internal quality standards and procedures, guidelines, processes and technology. Brand compliance, legal compliance and financial compliance are the main compliance drivers.

7. INCREASE BRAND COMPLIANCE

Brand compliance refers to the measures and procedures by which the brand guidelines are directed and controlled. A brand needs to be creative to be distinctive and stand out from the crowd. A brand also needs to be consistent to be recognized, and to be remembered by the crowd. The creative concept needs to be carried out consistently through all aspects of creative production to add value. Brand compliance reduces the risks that the brand is used in a wrong way.

8. INCREASE LEGAL COMPLIANCE

Legal compliance refers to the procedures by which legal regulations are applied and controlled. These can be local language laws, laws on company registration information, equal opportunity legislation and accounting laws like Sarbanes-Oxley (SOX) and IFRS. But usage rights on digital assets are also part of legal compliance measures. Legal compliance reduces the risk of campaign recalls or financial repercussions.

9. INCREASE FINANCIAL COMPLIANCE

Financial compliance refers to the procedures by which financial approvals are applied and controlled. Research shows that 20% to 40% of all operational activities within marketing environments go nowhere near serving any strategic or tactical purpose. Through financial approval measures and procedures, budget allocations become transparent, correct, and controlled. Financial compliance reduces the risk that company resources and associated budgets are spent on wrong operational activities.

You can always find these 9 Value Drivers at the DEFINITIONS.


3. COMPLIANCE PRIORITIES INCREASE BRAND COMPLIANCE

43%

40%

18%

INCREASE LEGAL COMPLIANCE

26%

68%

5%

INCREASE FINANCIAL COMPLIANCE

29%

55%

HIGH PRIORITY

16%

MEDIUM PRIORITY

LOW PRIORITY

CONCLUSION 13: According to the respondents, increasing brand compliance has the highest priority, followed by increasing financial compliance. 57


IMPROVEMENT WHICH VALUE DRIVER HAS THE BIGGEST IMPROVEMENT POTENTIAL?

59


IMPROVEMENT

MARKETING OPERATIONS Different value drivers have different priorities. According to the respondents, some of the 9 priorities have more improvement potential than others. If we compare the priority list with the improvement potential we can identify the starting point for improvement.


IMPROVEMENT POTENTIAL ESTIMATED IMPACT OF MARKETING OPERATIONS IMPROVEMENTS You can always find these 9 Value Drivers at the DEFINITIONS.

Not at all

Improvement potential is absent. We have clear insight in the situation. We have successfully implemented means and measures and have this topic under full control.

1. POTENTIAL IMPROVEMENT

Is there room for improvement to:

Slightly

Improvement potential is small. We have a fairly good understanding of the situation. We have done projects related to this topic which have shown pretty satisfying results.

Reduce Operational Costs Reduce Process Cycle Times Increase Operational Capacity

Moderately

Improvement potential is present. We have some form of understanding about the situation. We have done some projects related to this topic which have shown some results.

Reduce Time-to-Market

Very

Increase Brand Compliance

Improvement potential is high. We don’t have the situation under control and there are multiple issues. We either have not done anything yet to fix this problem, or have done something but with limited results.

Extremely

Improvement potential is rocketing. We have no insight. The situation is out of control. We either have not done anything to fix this problem or previous projects have failed.

Increase Customer Exposure

Increase Legal Compliance Increase Financial Compliance Not at all

Slightly

Moderately

Very

Extremely

CONCLUSION 14: The reduction of process cycle times, the increase of customer relevance and the reduction of time-to-market are estimated to have a very high improvement potential. 61


MARKETING ORGANIZATION

WHAT WE DO BEST IN OUR

“I happen to have a good relationship with Group Marketing & Communications.”

“It is an interesting business with a lot of competition. We need to be sharp to succeed. I like that.”

“We have done a lot of initiatives this year! It is never boring.”

LIKE! “For the first time in 7 years we have a brand book. It looks great.”

“I like the dynamics of being in a sales driven organization.”

“I like the freedom in my role.”

“We are very flexible and take a lot of pride in fixing last minute jobs.”


“Reverts all the way, all the time.”

“If I need something I have to make it myself. What the UK is creating doesn’t work around here.”

“Excel, Excel, Excel! We are turning our backs towards the customer filling in Excel sheets.”

“Retailers don’t know which material is available so they don’t know what to order. Sometimes I wonder if they ever use our stuff.”

“We are short of staff. We burn people.”

DISLIKE!

“I would not design the unit as it is now. There are too many people.”

“We are doing the impossible for the ungrateful. Nobody sees. Nobody cares.”

WHAT WE SUGGEST TO IMPROVE IN OUR

MARKETING ORGANIZATION

63


ALIGNMENT DO WE AGREE ON VALUE DRIVERS AND IMPROVEMENT POTENTIAL?

65


ALIGNMENT

MARKETING OPERATIONS Understanding where we are not aligned is vital to succesfully initiate improvements in Marketing Operations. Each discipline within a large organization tends to set its goals in terms of objectives that are specific to that department. Many marketing organizations are managed according to a common sense approach. But in MRM, where creativity meets structure, where finance meets IT and accountability meets that now-or-never market opportunity, “common sense� is rarely the best guide. We need to investigate the alignment of our priorities and improvement potential in relation to roles, product lines and markets.


ALIGNMENT BY ROLE You can always find these 9 Value Drivers at the DEFINITIONS.

STRATEGIC ROLES OPERATIONAL ROLES

2. ALIGNMENT OF ROLES & IMPROVEMENT POTENTIAL

1. ALIGNMENT OF ROLES & PRIORITY Reduce Operational Costs

Reduce Operational Costs

90%

Increase Financial Compliance

80% 70% 60%

4,5

Increase Financial Compliance

Reduce Process Cycle Times

50%

2,5

40%

2,0

20% 10%

Increase Customer Exposure

Reduce Process Cycle Times

1,5

Increase Operational Capacity

0%

Increase Brand Compliance

3,5 3,0

30%

Increase Legal Compliance

4,0

Increase Legal Compliance

Increase Customer Relevance

CONCLUSION 15: There is a mismatch in strategic and operational alignment with regard to priorities with the exception for ‘Customer relevance’.

0,5

Increase Operational Capacity

0,0

Operational role

Reduce Time-to-Market

1,0

Strategic role

Increase Brand Compliance

Increase Customer Exposure

Reduce Time-to-Market

Increase Customer Relevance

CONCLUSION 16: The strategic and operational teams are aligned on improvement potential. 67


ALIGNMENT BY BUSINESS UNIT You can always find these 9 Value Drivers at the DEFINITIONS.

Health Care Household Appliances Mobile Personal Care Sound & Vision

4. ALIGNMENT OF BUSINESS UNIT & IMPROVEMENT POTENTIAL

3. ALIGNMENT OF BUSINESS UNIT & PRIORITY Reduce Operational Costs

Reduce Operational Costs 5,0

70%

Increase Financial Compliance

60%

50%

Reduce Process Cycle Times

Increase Financial Compliance

4,5 4,0 3,5

Reduce Process Cycle Times

3,0 40% 2,5 30%

Increase Legal Compliance

20%

10%

2,0

Increase Operational Capacity

Increase Legal Compliance

Increase Customer Exposure

1,0 0,5

Increase Operational Capacity

0,0

0%

Increase Brand Compliance

1,5

Reduce Time-to-Market

Increase Customer Relevance

CONCLUSION 17: The different BUs have completely different priorities.

Increase Brand Compliance

Increase Customer Exposure

Reduce Time-to-Market

Increase Customer Relevance

CONCLUSION 18: The estimated improvement potential is aligned with the exception for Health Care.


ALIGNMENT BY MARKET You can always find these 9 Value Drivers at the DEFINITIONS.

BeNeLux CEE DACH SPIF UK

5. ALIGNMENT OF MARKETS & PRIORITY

6. ALIGNMENT OF MARKETS & IMPROVEMENT POTENTIAL

Reduce Operational Costs

Reduce Operational Costs 4,5

70%

Increase Financial Compliance

60%

50%

Reduce Process Cycle Times

Increase Financial Compliance

40%

4,0 3,5 3,0

Reduce Process Cycle Times

2,5 2,0

30%

1,5

Increase Legal Compliance

20%

10%

Increase Operational Capacity

Increase Legal Compliance

0%

Increase Brand Compliance

Increase Customer Exposure

1,0 0,5

Increase Operational Capacity

0,0

Reduce Time-to-Market

Increase Customer Relevance

CONCLUSION 19: UK and CEE are significantly misaligned with the other markets with regard to priorities.

Increase Brand Compliance

Increase Customer Exposure

Reduce Time-to-Market

Increase Customer Relevance

CONCLUSION 20: All markets agree on the estimated improvement potential. 69


& NEXT STEPS

CONCLUSIONS


71 71


TRANSPARENCY

CONCLUSIONS Which resources do we use? How do we allocate our resources across our processes?

GRAPHS

OVERALL

CONCLUSION 1: Most respondents are involved in creating ‘Print, Brochures, Flyers’, followed by ‘POS, POP, Displays, In store’.

There is a strong focus on traditional offline media, potentially passing over the power and synergy of online channels and social media.

CONCLUSION 2: Many respondents are involved in creating many types of content. In content creation there are many generalists.

Content creation is not treated as a separate specialization judging by the large amount and variety of roles and people involved. This potentially decreases the quality, relevance and impact of the message.

CONCLUSION 3: Marketing Managers are involved in operational tasks and Trade Marketers are heavily involved in the creation of content. CONCLUSION 4: No suppliers support knowledge management. 70% of the suppliers support the Marketing Operations Execution Process layer. Publishing and production are supported by many suppliers.

There is a strong focus on the creation of marketing materials using many supporting suppliers but no Print-on-Demand tool. The physical production of materials requires many suppliers, but there is no underlying technology to support the buying and production of materials.

CONCLUSION 5: Most respondents score high on the strategic and creative scale. Few respondents mentioned their analytical and operational skills.

Many are involved in marketing execution, while they regard their skills as strategic and creative.

CONCLUSION 6: Budget Management is done in three different systems. Planning is predominantly done via MS tools. Publishing and Production are not really supported by internal systems.

It is nearly impossible to create an instant overview of the status of marketing activities with the use of MS Office tools only. It is likely that “on time delivery” is problematic.


MATURITY

CONCLUSIONS How mature are the resources we allocate? What is the maturity of our resources across the different processes, Business Units and markets?

GRAPHS

OVERALL

CONCLUSION 7: The overall Marketing Operations maturity is 2,5. The Marketing Operations Execution Process layer has the highest maturity level, with an exception for Publishing. Knowledge Management and Reporting are the least mature processes.

The average maturity of the marketing resources and processes is 2,5. Creating marketing materials, Knowledge management and Reporting are the least mature.

CONCLUSION 8: BUs are equally mature with an exception for Health Care, which scores significantly lower. Knowledge and Reporting are partially not covered, especially in Health Care, Household Appliances and Personal Care. CONCLUSION 9: UK has the highest maturity, because of the Channel and End User processes. BeNeLux has the lowest maturity, because of low scores on Content, Publishing, Knowledge and Reporting processes. Some markets don’t have any resources allocated to Knowledge management. CONCLUSION 10: By far the most respondents see the brand as a sales tool.

With the strong customer driven focus of the large trade marketing work force the physical and digital distribution processes of marketing materials have the highest maturity. With a large amount of suppliers and marketers involved in the ordering and production of marketing materials, these processes rank second highest in terms of maturity. The maturity of the entire marketing execution process is at a level that does not allow for standardization of knowledge or reporting on processes and marketing data. Health Care does not cover all processes, allowing for the company to run efficiency and compliance risks. UK has the highest maturity, while BeNeLux has the lowest maturity, (re)creating many materials locally.

73


PRIORITY

CONCLUSIONS Which value drivers do we rank highest? According to our strategy, which value driver has the highest priority?

GRAPHS

OVERALL

CONCLUSION 11: 2/3 of the respondents see the reduction of process cycle times as the highest efficiency priority to fulfill the needs of the internal organization.

While ‘Process cycle time’ is ranked as most important driver for internal improvement, the effectiveness priority is not Time-to-Market’ but ‘Customer relevance’. Reducing process cycle time can lead to increased customer relevance if content is created closer to the live date of campaigns and materials.

CONCLUSION 12: 75% of the respondents indicate that the highest effectiveness priority is to increase customer relevance. CONCLUSION 13: According to the respondents, increasing brand compliance has the highest priority, followed by increasing financial compliance.

With ‘Process cycle time’ as the most important driver for internal improvement, financial compliance will be a challenge with the current structure. With the large number of people involved in the creation of content and materials, brand compliance is a challenge if the current structure is maintained.


IMPROVEMENT

CONCLUSIONS Which value driver has the biggest improvement potential? Which priority do we believe has the largest improvement potential?

GRAPHS

OVERALL

CONCLUSION 14: The reduction of process cycle times, the increase of customer relevance and the reduction of time-to-market are estimated to have a very high improvement potential.

Respondents agree on the fact that ‘Process cycle times’ are a high priority and have a high improvement potential. If we consider that reducing ‘Time-to-Market’ has a high improvement potential, despite its low priority, it will probably improve due to the decrease of ‘Process cycle times’. The relevance of the marketing messages (customer relevance) are perceived also both a high priority and improvement potential. Although brand compliance is a high priority, its improvement potential is not regarded very high.

75


ALIGNMENT

CONCLUSIONS Do we agree on value drivers and improvement potential? Are we aligned across the different roles, Business Units and markets?

GRAPHS

OVERALL

CONCLUSION 15: There is a mismatch in strategic and operational alignment with regard to priorities with the exception for ‘Customer relevance’.

Regardless of the role, BU or market, all respondents agree on the same improvement potential. The very opposite is true for the alignment of priorities.

CONCLUSION 16: The strategic and operational teams are aligned on improvement potential. CONCLUSION 17: The different BUs have completely different priorities.

There is no Business Unit or market that typically represents the overall priorities and improvement potential (‘Reduce cycle time’ and ‘Customer relevance’). This potentially indicates that there is no capability to roll out new strategies throughout the organization down to the lowest operational levels.

CONCLUSION 18: The estimated improvement potential is aligned with the exception for Health Care.

The Business Unit Personal Care can be considered representing best the overall priority and improvement potential.

CONCLUSION 19: UK and CEE are significantly misaligned with the other markets with regard to priorities.

The UK, and to a lesser extend DACH, are the markets that can be considered representing best the overall priority and improvement potential.

CONCLUSION 20: All markets agree on the estimated improvement potential.


77


NEXT STEPS

1.

2.

4.

5.

Hand out the copies of this MO:DNA booklet to colleagues and key stakeholders.

Set up an internal meeting with colleagues and key stakeholders to share next steps.

Set up an internal meeting with colleagues and key stakeholders and discuss MO:DNA results.

Build the business case using the MO:NPV calculation to assess the potential business value of Operational Marketing Excellence.

3.

Set up a workshop to elaborate on additional MO:DNA data, insights and next steps.


79 79


ABOUT


81 81


MRMLOGIQ

ABOUT

MRMLOGIQ IS A MARKETING EFFICIENCY COMPANY

MO:DNA is an MRMLOGIQ product. It is based on more than a decade of improving marketing operations departments for some of the best brands in the world. MRMLOGIQ streamlines marketing processes and translates marketing strategy into daily tasks and routines. We assist you in improving your marketing operations to guarantee an excellent execution of brand activities and marketing activities. By rationalizing marketing processes and implementing marketing technology, we help you save substantial budget, reduce time-to-market of materials and improve the quality of your marketing output. Marketing Resource Management is our core business. It is not something we also do; it is the only thing we do. Through the delivery of operational marketing excellence we make marketing count. In every sense of the word.

WWW.MRMLOGIQ.COM WWW.MARKETINGGOVERNANCE.COM

83


ABOUT MARKETING

RESOURCE MANAGEMENT THE NOBLE ART OF GETTING THINGS DONE IN MARKETING. EFFICIENTLY.

For more information about the basic concepts, read: Marketing Resource Management – The noble art of getting things done in marketing. Efficiently. Romek Jansen & Frans Riemersma. Available at www.amazon.co.uk.


modna-book-mrmlogiq