Kiev 13 September 2006

1
Kiev 13 September 2006 N.Panoussopoulos
2
(No Transcript)
3
(No Transcript)
4
(No Transcript)
5
(No Transcript)
6
CEOs are growing impatient with marketing. They
feel that they get accountability for their
investments in finance, production, information
technology, even purchasing, but dont know what
their marketing spending is achieving.
7
Northwestern University
The marketing function is being pushed lower and
lower in corporate hierarchy. Marketing suffers
from lack of respect in todays quantitative
oriented, results driven organization.
8
The Association of National Advertisers
9
(Source Blue Paper SPENCER STUART)
CEO Tenure that is on average 53.8
months vs.
CMO Tenure that is on average just 22.9
months
10

• What is the marketings role in businesses
  operating in Greece ?
• How does this compare to what we knew about
  marketing ?
• What are the functions competing with the
  marketing function ?
• Is the market orientation enough ?

11

• Product related activities 44 (research, NPD
  ideas, characteristics, project mgt, launch,
  sales forecasts, withdrawal)
• Branding 61
• Pricing/ Discount policies 33
• Distribution 19 (vs 44 of sales dept)
  (channel selection, POS, negotiation)
• Promotion 75
  (budget mix, supplier selection, content
  approval, effectiveness measurement)

12
Marketing is the process of
planning and executing the
conception, pricing, promotion, and
distribution of ideas, goods, and services
to create exchanges that satisfy
individual and organizational objectives.
American Marketing Association
13

• Overall
• The Managing Director
• The Commercial Director
• External to the business unit
• Competition with sales is only limi- ted to
  distribution activities
• which come second after commercial director
• Is your CEO the hidden marketing champion ?

14

• Brand oriented companies

15

• Brand oriented companies
• Certainly NOT in companies that are cutting
  costs
• Higher marketing influence results in
  significantly higher promotion effectiveness

16
(No Transcript)
17

• Demand Management
• Resource Management
• Network Management

18
PILAR A Market Offerings PILAR B Marketing
Activities PILAR C Business Architecture PILAR
D Operational Systems AC The revenue
drivers BD The cost drivers
19

• Be more strategic
• Be more cross-functional
• Be more buttom-line oriented

• Sponsor marketing initiatives
• Be the customer champion
• Be the quality controller

20
1.From Market segments to Strategic
segments 2.From selling products to providing
solutions 3.From declining to growing
Distribution channels 4.From branded bulldozers
to global distribution partners 5.From brand
acquisition to brand rationalization 6.From
market-driven to market-driving 7.From SBU
Marketing to corporate marketing
21
From Marketing as a FUNCTION
to Marketing as a PROCESS,
TRANSFORMATIONAL ENGINE
22

• More specifically
• deliver value to customers, profitably.
• require a high level of marketing expertise
• being results-oriented
• secure cross-functional orchestration for
  optimum implementation