Coffee & dunn capabilities overview march 2013

Capability Overview

March 2013

CONTENT CONTAINED HEREIN IS PROPERTY OF COFFEE & DUNN, INC

About Coffee + Dunn

We are about achieving marketing success through improved marketing operations.

Coffee & Dunn | Capability Overview | January 2013 2

“Give me six hours to chop down a tree and

I will spend the first four sharpening the axe”

Abraham Lincoln

Our passion is to improve the quality and effectiveness of

marketing, applying leading technologies to increase speed

or scale, realigning processes and people to create competitive

agility, and applying thoughtful strategies to measure performance.

Our unique approach bridges the critical gap between

agencies (creative focus) and traditional consultancies

(supply chain or analytics focus) by connecting customers

to marketing capabilities, blending contemporary marketing

insight and proven management thinking.

Our solutions are thoughtful and practical, initiating positive results immediately.

Why We Exist

3 Coffee & Dunn | Capability Overview | January 2013

“Marketing without planning and discipline is like golf for the weekend

warrior - moments of greatness surrounded by hours of agony”

- Coffee & Dunn (W. Dunn)

Marketing faces many operational challenges…


Synchronizing sales

and marketing

Technology advances and

customer power

Roles and responsibilities

(and clear accountability)

Not getting the value

from technology

investments

Brute force,

long hours, and

individual

heroics.

Global collaboration and

consistent measurement

Competition and the

“need for speed”

…with substantial impact to performance.

Coffee & Dunn | Capability Overview | January 2013

Challenge Common Symptoms

Marketing

Cycle Time

• Missed in-market dates

• Vendor RUSH orders

• “Last minute” media buying

Brand

Consistency

• Inconsistent look and feel

• Redundancy or duplication of effort

• Poor reuse/cross-use of assets

Regulatory

Compliance

• Bottlenecking for key compliance personnel

• Overabundance of technology

• Limited published or enforceable protocols

• Increasing governmental penalties

Cost Tracking • “Out of budget by 3rd quarter”

• Excessive use of agencies

• Increasing headcount is only way to scale

Campaign

Visibility

• Missed deadlines (‘dropped balls’)

• Redundancy/ misaligned programs

• Project ownership unclear

• No complete picture of all marketing

activities or how resources allocated

5

Business Impact

• Brand recognition

• Marketing quality

• Delayed in-market/revenue

• Message confusion

• Regulatory/financial risk

• Slow response to market

events or opportunities

• Slow refresh

• No/Low impact on sales

• Wasteful spend

• Employee turnover

Coffee & Dunn’s Perspective


Great Creative = Great Marketing Agency View

Disciplined Process = Efficient Marketing

Big Ideas + Big Media = Notable Marketing

Sales Leadership + Marketing Support = Great Sales

Big Ideas +

Organization + Process + Technology + Alignment to Strategy

= Successful, Sustainable Marketing

IT/Finance View

Traditional CMO view

TRADITIONAL Sales View

View

Others’ Perspective

Coffee + Dunn’s Perspectives on Marketing


Marketing used to be about great creative – beautiful artwork and well written copy.

Now marketing means data, lots of it. Analytics and insights are the name of the game.

Marketing Is Different:

• Web 2.0, social media, mobility, and Big Data have

created unprecedented access to/from customers –

transparency, agility, and speed are new table stakes

• Economic uncertainty, healthcare and privacy laws, have

created a new regulatory environment increasing the

risks of marketing compliance breakdowns

• More than ever before, Marketing is under fire to deliver

measurable results and be accountable for spend, but

without losing its creative edge

The Path Forward Is Clear:

• Define an operating model for marketing to formalize

marketing capability requirements (skills, technologies,

processes), and apply them to meet customer needs

• Define end-to-end process to ensure role clarity,

individual accountability, and consistent collaborations

between participants

• Integrate technology solutions that address the wider

business considerations that afford collaboration,

speed, and empower the individual marketer

So, how do we bridge the gap? Marketing has to connect the creative process with the analytics.

Marketing is not just art and science, its business and operations too!

Its time for marketing to step forward and lead the organization. That means aligning strategy,

technology prowess, and disciplined accountability, but without limiting creative collaboration.

How We Help


“When we observed we had fewer and larger animals each morning,

we realized we probably needed more than one animal habitat”

- Zookeeper (J. Coffee)

We Address Your Challenges

9

Marketing Operating Model

OGSM

Capability Roadmap (people, process, technology)

End-to-end Marketing Process Definition

Marketing Operations Assessment

Change Management

Process and Technology Implementation*


Benefit

Marketing efforts aligned top to bottom against

business/line of business priorities

A clear, comprehensive, and prioritized plan to

develop and improve marketing capabilities

(people, process, and technology)

Marketing organization aligned to collaborate

efficiently and consistently deliver orchestrated

multi-channel output

Common end-to-end process defined to ensure role

clarity and accountability for campaign planning,

development, delivery, and measurement

Process automation for agility, speed, consistency,

and scale. Avoid expensive technology purchases

that fail to deliver promised benefits.

Identified and understood root causes of

operational pains. Action plan to address gaps and

opportunities.

Objectives, Goals,

Strategies, Measures

(OGSM) Framework

Capability Roadmap

Marketing Operating

Model

End-to-End Marketing

Process Definition

Technology

Implementation

Marketing Operations

Assessment

(discovery workshop)

Deliverable

Stakeholders aligned and aware of marketers

efforts toward common process, technology

investments, and marketing objectives

Change Management

*MRM, Collaboration, Media, Campaign Management, ECM, DAM, Distributed Marketing

Benefits for Marketing and Related Teams


Sales/Retail

Marketing

Finance

Marketing

Operations/ IT

Information for improved

decision making, relevant skills,

speed, budget efficiency, unified

customer experience

Standards allowing for

routine campaign- project

cost; leveraging enterprise

tools, cost containment,

access to data

Modern technology to facilitate

collaboration, capacity planning,

skills development, visibility and

alignment across all segments

Ability to respond to customer

channel preferences, channel

integration, visibility into planning

10

Product

Marketing activities

aligned to meet product/

campaign launch dates,

with flexibility for “last

minute” changes

Valuable operational and

customer insights, channel

integration, the right tools,

access to data

Insight &

Measurement

Recent Case Studies


Advisory consultants worked with client over a

series of half-day workshops,

Deliverables:

Current state diagnosis of Marketing

Operations

Fit/gap assessment

Improvement recommendations & action plan

(people , process, technology)

Executive summary and debrief

Retail

• Grocery

• Rev $40B+

• 300 associates

impacted

• US/National

focused

Marketing operations priorities for 3-year

planning horizon

Organizational context for internal and

external interactions

Understanding of highest-order operational

barriers

Definition of business drivers for marketing

Improvement responsibilities for direct

reports

Client Profile Situation What We Did Outcomes

Advisory consultants worked with the client

over two-month period to formalize a path (and

specific actions) to achieve their desired future

state.

Deliverables:

Current state analysis

“Quick hit” recommendations

Marketing operating model

End-to-end process definition

Technology roadmap

Stakeholder/Executive communication plan

Financial

Services

• Wealth

Management

• 400 associates

impacted

• Global focus

Implementation consultants worked with client to

discover key business and user requirements,

identify best alternatives (including re-

implementing existing technology), design the

process, configure and deploy the solution.

Deliverables:

Project work plan

Stakeholder communication plan

Discovery/requirements/alternatives

Implementation

Change management / training / support

Consumer

tech

• Mobile Electronics

• Rev. $20B+

• 100’s associates

impacted

• Global focus

Realigned headcount

Improved agency accountability

Ability to track planned and actual spend

Improved visibility into status and resourcing

Improved brand compliance

Reuse benefit from existing assets

Asset security

Increased capability maturity

Improved process repeatability

Improved role clarity and accountability

Improved cycle times and quality

Ability to prioritize executions

Common End-to-End process for Marketing

Shared services and LOB focused on specific

activities in project planning and execution,

removing process ambiguity

Ability to respond to changes in volume; scale

up and down

Technology plan that enables optimum

operating model, and overcomes technology

silos

Division of labor between Sales and Marketing

Protocol for Region vs. HQ responsibilities

Buyer: CMO

Duration: 4 weeks

Needs:

New CMO needed assessment of

current state

Desired a roadmap to address key

gaps

Communication plan to build support

Buyer: VP Marketing

Duration: 2 months

Needs:

Reorganization of marketing shared

services

Identification of technology gaps and

roadmap to address

Process definition to improve

accountability

Buyer: Global Marketing Operations

Duration: 8 months

Needs:

Implement MRM system specifically

for Marketing procure-to-pay process

RE-implement DAM solution with new

taxonomy, protocol and

administrative ownership

Change Management

Our Experience

Our team members have advised leading Marketers


“Thanks so much for being here today. Not sure if I will see you before you leave, but very much appreciate the attention you feel [client] deserves. Great team you have !” - VP Marketing

“Thank you [team] so much for the work you did with us. As I mentioned in the meeting with [Director], I find that your work in particular is very practical. Don’t lose that in your practice.” - Head of Marketing

http://www.behringerharvard.com/default.aspx

Thomas Manders

Managing Director

972.809.8402

[email protected]

Eric Rotkow

Consulting Director

678.525.3788

[email protected]

For More Information:

CONTENT CONTAINED HEREIN IS PROPERTY OF COFFEE & DUNN, INC.

Coffee & dunn capabilities overview march 2013

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