0906 Ceos Marketing Team
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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
Michael Buchholz VP Marketing, Asia Pacific Frost & Sullivan
Today’s Moderator: Hwee Har Tan Marketing Manager, 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 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 Operational issues dominate the agenda
Resulting Challenge -
Soft ROI – budget constraints; undervalued by CEO and executive team
Lack of goal alignment between marketing and
-
sales Lack of integration with R&D
Combative relationship – weak integration with sales goals
-
Higher risk product strategy – miss market demand
Lack of input to growth pipeline
-
Growth pipeline is overly dependent on new product development for growth
External Challenges for the Marketing Function Without a 360 Degree Perspective, Marketing can provide minimal value to the CEO’s Growth Team.™ Situation
Resulting Challenge
Technology of marketing is accelerating
-
Increased pressure on marketing to leverage Best Practices for growth
Changing economic and political landscape
-
Increasingly competitive markets
-
Assess future growth pipeline Puts your current growth strategy at risk Offer comprehensive picture of competitive landscape
Smarter customers with shorter attention spans
-
Prepare company to address competition
-
Build accurate audience profiles with effective messaging
Marketing: Relationship with Leaders CEO
CEO/Leadership Marketing Role •
Responsible for generating growth opportunities
CEO’s Role •
and ideas •
Instrumental in communicating growth strategy and vision to internal team
•
•
Facilitates strategic communication within
•
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™
Growth Team™ •
Supports growth implementation
Open-minded, willing to explore, nurturing of innovation
Communicates to Growth Team™ on progress of vision
Marketing
to create and achieve vision
Marketing: Relationship with Competitive Intelligence CI
Competitive Intelligence (CI) Marketing 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
CI’s Role •
Best Practices within CI function
•
Proactive not reactive
•
Supports diversification opportunities
Marketing
Marketing: Relationship with Market Research Market Research Marketing Role •
Identify key customer/consumer and
•
•
•
Collaborate with Market Research to embed customer insight into new product development, marketing communications and strategies
Develop research agenda focused on growth opportunities
•
Prioritise key growth customer segments for evaluation
Marketing
Market Research Role
marketplace information gaps needed to drive growth strategies
Market Research
Synthesize disparate sources of information to evaluate opportunities
•
Generate “voice of the customer” insights
•
Support decision making by Marketing with data and insights
Marketing: Relationship with Corporate Strategy/Development Strategic Business Development
Corporate Strategy/ Development Marketing Role
•
Responsible for increasing Corporate
Corporate Strategy/Development Role
•
Strategy/Development activities •
Creates communication system to optimise
Marketing
Generate and evaluate growth options for the company
•
collaboration
Collaborates on ideas, opportunities, visions and strategies
•
Aligns short-and long-term ideas
•
Connects short- and long-term visions
•
Provide long-term growth ideas for Corporate
•
Be measurable
•
Provides strong feedback
•
Clear role and objectives, building together with
Strategy/Development •
Provides feedback on ideas generated by Corporate Strategy/Development
marketing
Marketing: Relationship with Research & Development R&D
Research & Development (R&D) Marketing Role
•
Supports open collaboration between
Research & Development’s Role
•
business units and R&D •
Identifies market opportunities for R&D – Customer Perspective, Competitor Communicates internally and externally the
Open communications with other business units
•
Capabilities of development, what's possible
•
Communicates through all phases of product
Perspective •
Marketing
development cycle •
growth potential of various R&D activities
Proactive probe for marketing-driven new ideas
•
Focus on relationship and teamwork
Marketing: Relationship with Sales Management Sales Management Marketing Role
Sales Management
Sales’ Role
•
Building strategies to respond to competition
•
Captures measurable customer feedback
•
Creates marketing communications based on
•
Key 360 Degree Perspective - feedback to
CEO’s Vision, Growth Team™ collaboration, customers voice, brand promise and
Growth Team™ and marketing •
Feedback on message effectiveness
•
Open communication and collaboration with
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
Marketing
other business units
Marketing: Relationship with Investor/Finance Investors
Investor/Finance Marketing Role •
•
Collaborates to identify and generate ways to
Marketing
Investor’s Role •
Collaboration and communication with
leverage 10 Growth Processes
marketing and Growth Team™ on costs and
Provide unbiased and unhyped data from
investment criteria
various sources including CRM system and
•
customer surveys
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
Marketing: Current vs. Growth Team MembershipTM (GTM) Marketing Needs to Evolve to Optimise Impact Today’s Marketing Role
Empowerment Through GTM
•
Consumed with Operations
•
Big Picture Marketing Strategy
•
One-way Communication w/ CEO
•
2-way Communication w/ CEO
•
No Budget or Time for long term
•
Fights for Budget & Time
•
Little Insight into R&D Pipeline
•
Drives Growth Strategy
•
Adversarial Role with Sales
•
100% Integration with R&D
•
Marketing not on Pipeline
•
•
Marketing thinks Dept is at Best Practice
Partnership with Sales on Implementation
•
Source of 50% of Growth Pipeline
•
Marketing has Market Perspective
•
Team Exposed to Best Practices
•
Not Concerned with Culture
•
Learning 360 Degree Perspective
•
Drives Growth Innovation and Leadership Culture Internally
Marketing’s Impact on the Growth Pipeline Marketing could fuel 50% of Growth Pipeline opportunity •
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
Michael Buchholz, VP Marketing, Asia Pacific Frost & Sullivan
The Financial Opportunity Sustainable Profitable Revenue Growth Sustainable Profitable Revenue Growth Profit Profit
Time Time
Reduce ReduceImpact ImpactOf OfIndustry IndustryCycle Cycle
New Strategic Capabilities Growth Strategy Strategic Operational
Acquisitions
Market
Efficiency
and
Development
Integration
• •
Brand Development
“Helping Customers Complete Their Important Construction Projects”
Growth Team … a collaborative approach to growth
Market Assessment
Market Research & Analysis
New Product Development
R&D
Operational Integration and
Commercial Strategy and Planning
Pricing Sales Strategy and Account Management
Sales
Case In Point: Making The Old New Again… Old Markets… New Value •
• •
Residential
•
Concrete Homes
30-50% ↓ Energy Costs
• •
Paving
Recycled Pavements 66%↓Material to Landfill
Increase Use of Cement and Concrete vs. Other Materials
Repositioning Brand to Support Growth Brand Development
Internal Focus
Customer Focus
Rational
Rational + Emotional
Products
Customer Projects
Innovative Solutions Provider
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
Definition: What is Best Practice?
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
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
GIL GLOBAL 2009
www.frost.com/gilglobal
A global community focused on Growth, Innovation and Leadership
September 2009 Phoenix, Arizona
October 2009 Kuala Lumpur October 2009
October 2009
Shanghai
Dubai
October 2009
December 2009
Bangalore
Sao Paulo May 2010 London
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]
June, 2009
Today’s Presenters Craig Baty Global VP, IT Practice Frost & Sullivan
Michael Buchholz VP Marketing, Asia Pacific Frost & Sullivan
Today’s Moderator: Hwee Har Tan Marketing Manager, 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 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 Operational issues dominate the agenda
Resulting Challenge -
Soft ROI – budget constraints; undervalued by CEO and executive team
Lack of goal alignment between marketing and
-
sales Lack of integration with R&D
Combative relationship – weak integration with sales goals
-
Higher risk product strategy – miss market demand
Lack of input to growth pipeline
-
Growth pipeline is overly dependent on new product development for growth
External Challenges for the Marketing Function Without a 360 Degree Perspective, Marketing can provide minimal value to the CEO’s Growth Team.™ Situation
Resulting Challenge
Technology of marketing is accelerating
-
Increased pressure on marketing to leverage Best Practices for growth
Changing economic and political landscape
-
Increasingly competitive markets
-
Assess future growth pipeline Puts your current growth strategy at risk Offer comprehensive picture of competitive landscape
Smarter customers with shorter attention spans
-
Prepare company to address competition
-
Build accurate audience profiles with effective messaging
Marketing: Relationship with Leaders CEO
CEO/Leadership Marketing Role •
Responsible for generating growth opportunities
CEO’s Role •
and ideas •
Instrumental in communicating growth strategy and vision to internal team
•
•
Facilitates strategic communication within
•
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™
Growth Team™ •
Supports growth implementation
Open-minded, willing to explore, nurturing of innovation
Communicates to Growth Team™ on progress of vision
Marketing
to create and achieve vision
Marketing: Relationship with Competitive Intelligence CI
Competitive Intelligence (CI) Marketing 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
CI’s Role •
Best Practices within CI function
•
Proactive not reactive
•
Supports diversification opportunities
Marketing
Marketing: Relationship with Market Research Market Research Marketing Role •
Identify key customer/consumer and
•
•
•
Collaborate with Market Research to embed customer insight into new product development, marketing communications and strategies
Develop research agenda focused on growth opportunities
•
Prioritise key growth customer segments for evaluation
Marketing
Market Research Role
marketplace information gaps needed to drive growth strategies
Market Research
Synthesize disparate sources of information to evaluate opportunities
•
Generate “voice of the customer” insights
•
Support decision making by Marketing with data and insights
Marketing: Relationship with Corporate Strategy/Development Strategic Business Development
Corporate Strategy/ Development Marketing Role
•
Responsible for increasing Corporate
Corporate Strategy/Development Role
•
Strategy/Development activities •
Creates communication system to optimise
Marketing
Generate and evaluate growth options for the company
•
collaboration
Collaborates on ideas, opportunities, visions and strategies
•
Aligns short-and long-term ideas
•
Connects short- and long-term visions
•
Provide long-term growth ideas for Corporate
•
Be measurable
•
Provides strong feedback
•
Clear role and objectives, building together with
Strategy/Development •
Provides feedback on ideas generated by Corporate Strategy/Development
marketing
Marketing: Relationship with Research & Development R&D
Research & Development (R&D) Marketing Role
•
Supports open collaboration between
Research & Development’s Role
•
business units and R&D •
Identifies market opportunities for R&D – Customer Perspective, Competitor Communicates internally and externally the
Open communications with other business units
•
Capabilities of development, what's possible
•
Communicates through all phases of product
Perspective •
Marketing
development cycle •
growth potential of various R&D activities
Proactive probe for marketing-driven new ideas
•
Focus on relationship and teamwork
Marketing: Relationship with Sales Management Sales Management Marketing Role
Sales Management
Sales’ Role
•
Building strategies to respond to competition
•
Captures measurable customer feedback
•
Creates marketing communications based on
•
Key 360 Degree Perspective - feedback to
CEO’s Vision, Growth Team™ collaboration, customers voice, brand promise and
Growth Team™ and marketing •
Feedback on message effectiveness
•
Open communication and collaboration with
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
Marketing
other business units
Marketing: Relationship with Investor/Finance Investors
Investor/Finance Marketing Role •
•
Collaborates to identify and generate ways to
Marketing
Investor’s Role •
Collaboration and communication with
leverage 10 Growth Processes
marketing and Growth Team™ on costs and
Provide unbiased and unhyped data from
investment criteria
various sources including CRM system and
•
customer surveys
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
Marketing: Current vs. Growth Team MembershipTM (GTM) Marketing Needs to Evolve to Optimise Impact Today’s Marketing Role
Empowerment Through GTM
•
Consumed with Operations
•
Big Picture Marketing Strategy
•
One-way Communication w/ CEO
•
2-way Communication w/ CEO
•
No Budget or Time for long term
•
Fights for Budget & Time
•
Little Insight into R&D Pipeline
•
Drives Growth Strategy
•
Adversarial Role with Sales
•
100% Integration with R&D
•
Marketing not on Pipeline
•
•
Marketing thinks Dept is at Best Practice
Partnership with Sales on Implementation
•
Source of 50% of Growth Pipeline
•
Marketing has Market Perspective
•
Team Exposed to Best Practices
•
Not Concerned with Culture
•
Learning 360 Degree Perspective
•
Drives Growth Innovation and Leadership Culture Internally
Marketing’s Impact on the Growth Pipeline Marketing could fuel 50% of Growth Pipeline opportunity •
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
Michael Buchholz, VP Marketing, Asia Pacific Frost & Sullivan
The Financial Opportunity Sustainable Profitable Revenue Growth Sustainable Profitable Revenue Growth Profit Profit
Time Time
Reduce ReduceImpact ImpactOf OfIndustry IndustryCycle Cycle
New Strategic Capabilities Growth Strategy Strategic Operational
Acquisitions
Market
Efficiency
and
Development
Integration
• •
Brand Development
“Helping Customers Complete Their Important Construction Projects”
Growth Team … a collaborative approach to growth
Market Assessment
Market Research & Analysis
New Product Development
R&D
Operational Integration and
Commercial Strategy and Planning
Pricing Sales Strategy and Account Management
Sales
Case In Point: Making The Old New Again… Old Markets… New Value •
• •
Residential
•
Concrete Homes
30-50% ↓ Energy Costs
• •
Paving
Recycled Pavements 66%↓Material to Landfill
Increase Use of Cement and Concrete vs. Other Materials
Repositioning Brand to Support Growth Brand Development
Internal Focus
Customer Focus
Rational
Rational + Emotional
Products
Customer Projects
Innovative Solutions Provider
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
Definition: What is Best Practice?
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
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
GIL GLOBAL 2009
www.frost.com/gilglobal
A global community focused on Growth, Innovation and Leadership
September 2009 Phoenix, Arizona
October 2009 Kuala Lumpur October 2009
October 2009
Shanghai
Dubai
October 2009
December 2009
Bangalore
Sao Paulo May 2010 London
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]
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