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Finding the Right Marketing Strategy,[object Object],And the Person to Lead It…,[object Object]
Finding the Right Marketing Strategy
Chief Outsiders (Austin team),[object Object],Kirk Brand Coburn,[object Object],Pete Hayes,[object Object],Rex Bull,[object Object],4M Scorecard,[object Object]
Objectives,[object Object],Provide you with additional skills to aid ,[object Object],     the TEAM in making optimal business decisions,[object Object],Provide you with a fundamental knowledge base of Marketing Strategy 101,[object Object],Help you determine the ROLE your CMO should play,[object Object],Help you evaluate the effectiveness of your CMO ,[object Object]
What do you want to Learn?,[object Object]
Out of Alignment,[object Object],"We're 50% short.",[object Object],“We're halfway there.”,[object Object],“Only 13% of C-Level ,[object Object],believe their vision is ,[object Object],aligned with the CMO’s.”,[object Object],Source: Peppers and Rogers Group,[object Object]
Without Alignment, Progress Can Be Dangerous,[object Object],When marketing is properly aligned with finance and operations, there is a powerful combination to spur growth and profitability.,[object Object],But if they are not aligned, disaster could be looming…are you experiencing?,[object Object],[object Object]
Ops Issues = Shipping Delays (Bad Planning)
Finance Issues = Less Profit (Wrong Products)
Cust Svc Issues = Complaints (Different KPI’s)= MARKETING ISSUE,[object Object]
PART II: The Role of the Marketing Lead,[object Object]
What are the Marketing Lead’s responsibilities? ,[object Object],Marketing shares the  responsibility for the creation, maintenance, and growth of the value of the company,[object Object],Marketing should position the company strategically in the market and in customers’ minds,[object Object],Marketing should deliver a marketing strategy that makes customers believe the company is different and better than the competition,[object Object],When this works, companies prosper.,[object Object],Top 100 Marketing Focused Companies vs. MSCI World Index and S&P 500 Performance Interbrand,[object Object],Source and Copyright: Interbrand Corporation 2008,[object Object]
What exactly does a good Marketer do?,[object Object],Marketing is more than Fancy Creative:,[object Object],A good marketer:,[object Object],[object Object]
 Understands the market from the viewpoint of   the customer,[object Object],[object Object],  actionable, measurable plan,[object Object],[object Object],  implications of marketing and growth programs,[object Object],[object Object],  drives profitability,[object Object],[object Object]
 Leads the dialogue that keeps the organization   focused and working together,[object Object]
Strategic Marketing in Three Phases,[object Object],How much budget for each phase?,[object Object],How much time spent on each phase?,[object Object],Long before a creative campaign or marketing program is developed, a foundation in market research and business planning must be laid.,[object Object],III.,[object Object],Launch & Execution,[object Object],      The activities that execute and implement the plan,[object Object],[object Object]
Channel Partnerships
Communication
Measurement and Analysis
Key Leading IndicatorsI.,[object Object],Market Research,[object Object],       The activities needed to ,[object Object],      decide if the value is truly ,[object Object],      valuable, worth pursuing.,[object Object],Financial Modeling and Analysis,[object Object],Market Analysis,[object Object],Industry & Market Trends,[object Object],Competitive Analysis,[object Object],Research ,[object Object],II.,[object Object],Business Planning,[object Object],	The activities to take the value from good idea to real creation. ,[object Object],Integrating the market focus with the operational and financial strategies of the company,[object Object],Product/Service definition,[object Object],Supporting system and structure,[object Object],Development of Alliances and Channel Partners,[object Object],Step 1: Continual Refinement ,[object Object],Step 2: Measure & Alignment,[object Object],Step 3: Function of Steps 1 & 2,[object Object],[object Object]
 Understand the customer
 Understand the competition
 Align the organization
 Prepare the company for     implementation ,[object Object],[object Object]
 Go-To-Market
 Communication
 Measure,[object Object]
Phase II: Align the Organization,[object Object],Once a direction has been set, the organization needs to align behind the vision.,[object Object],Every department needs to understand its role in the market-based go-to-market strategy,[object Object],Operational, systems or procedural changes can be the biggest part of a marketing strategy,[object Object],Often the best marketing strategies are based on changing how products, services, or information are delivered to a customer,[object Object],If Sales & Marketing charge off promising one thing to customers, and Operations is focused, measured, and bonused on something different, and if Finance is not a partner that helps to develop, measure and evaluate the profit impact, nobody wins.,[object Object]
Case Study: VanguardAligning an organization behind customer insights,[object Object],Vanguard learned customer service is not a one-size-fits-all proposition. (Phase I),[object Object],Vanguard aligned the way it did business with the market learning. (Phase II),[object Object],Vanguard's market segmentation approach drives customer loyalty, a key driver of future revenues.,[object Object],Working media and advertising (Phase III) were a small part of this marketing effort.,[object Object]
Case Study: McDonald’s,[object Object],McDonald’s turnaround was based on: ,[object Object],[object Object]

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Finding the Right Marketing Strategy

Editor's Notes

  1. If the management team and/or key inner circle answers the questions from the last slide, would all of the answers be the same?
  2. Do you think you have the right metrics? They're different for every business model and every industry. Here are ten that we think are the most overlooked, undervalued, and misunderstood metrics by mid-market CMOs:
  3. On bullet #3 under ASK, do you have a THROW AWAY SCHEDULE? "...have the discipline to decide what you fully fund and what you don't fund at all."  The spirit of this is to be decisive.  Either believe in what you are doing and fully fund it or don't fund it at all, no middle ground.  Many CFO lean towards "trimming the fat."  Collins asserts, and I agree that 5 fully funded initiatives are worth 100 partially funded alliances.  If the company is going to have an interactive web community than fund it.  A weak program does more harm than good.