Global Marketing Function Transformation

Brief
To understand the key reasons why the marketing function of a large multinational was considered, both internally and externally, as limited/low value, underperforming and overstaffed. The second stage involved producing a plan and organisation design to transform the function into a highly valued, leading edge marketing function which enabled the organisation to further penetrate its existing and potential new markets.

Approach
Working closely with the organisation, we conducted in depth interviews with the top 25 executives in the business to understand their views and opinions on the current value and worth of the global marketing function, identifying areas of weakness as well as areas of overlap and duplication.

Based on insights garnered from these initial interviews an on line survey for the whole of the global marketing function was undertaken to gain a detailed appreciation and understanding of the strengths and weaknesses of the function and the critical issues to be addressed in the short term.

The internal survey and interview results were then synthesized and compared to leading customer centric organisations to produce an organisational gap analysis which was subsequently used in the ‘realignment’ phase of the engagement. An initial commentary on the capabilities of incumbent key personnel was also provided to assist the organization better understand how well prepared/resourced the business was to operate under the new model.

Future Model

Future Model

Outcomes

  • Creation of a world class customer solutions group focussed on real time delivery of superior solutions instigated/desired by the customer groups.
  • Implementation of global centres of excellence whose principal focus was on supporting the sales efforts in the global zones/regions and spreading up to date knowledge of their product range and best practice across the industry sector, wherever based.
  • Identification of key initiatives required, by focus area within the function, to achieve the benchmarks identified.
  • At the conclusion of a six month period, the company had effectively reduced costs by 25%.