Hardvard Business Review on Marketing

Hardvard Business Review on Marketing

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In the past decade, what marketers do to engage customers has changed almost beyond recognition. With the possible exception of information technology, we can’t think of another discipline that has evolved so quickly. Tools and strategies that were cutting-edge just a few years ago are fast becoming obsolete, and new approaches are appearing every day.

Yet in most companies the organizational structure of the marketing function hasn’t changed since the practice of brand management emerged, more than 40 years ago. Hidebound hierarchies from another era are still commonplace. Hardvard Business Review on Marketing

Marketers understand that their organizations need an overhaul, and many chief marketing officers are tearing up their org charts. But in our research and our work with hundreds of global marketing organizations, we’ve found that those CMOs are struggling with how to draw the new chart. What does the ideal structure look like? Our answer is that this is the wrong question. A simple blueprint does not exist.

Marketing leaders instead must ask, “What values and goals guide our brand strategy, what capabilities drive marketing excellence, and what structures and ways of working will support them?” Structure must follow strategy—not the other way around. Hardvard Business Review on Marketing

Former McDonald’s CMO Larry Light understood that principle when he became the chief brand officer of the InterContinental Hotels Group, where the marketing team was intent on reorganizing its operation. Light quickly focused the team on defining marketing’s purpose, its goals, and a process for achieving them. Once those had been clarified, a rational reorganization could occur.

To understand what separates the strategies and structures of superior marketing organizations from the rest, EffectiveBrands (now Millward Brown Vermeer)—in partnership with the Association of National Advertisers, the World Federation of Advertisers, Spencer Stuart, Forbes, MetrixLab, and Adobe—initiated Marketing 2020, which to our knowledge is the most comprehensive marketing leadership study ever undertaken. Coauthor Keith Weed, the CMO of Unilever, is the chairman of the initiative’s advisory board. To date the study has included in-depth qualitative interviews with more than 350 CEOs, CMOs, and agency heads, and over a dozen CMO roundtables in cities worldwide. We also conducted online quantitative surveys of 10,000-plus marketers from 92 countries. The surveys encompassed more than 80 questions focusing on marketers’ data analytics capabilities, brand strategy, cross-functional and global interactions, and employee training.

We divided the survey respondents into two groups, overperformers and underperformers, on the basis of their companies’ three-year revenue growth relative to their competitors’. We then compared those two groups’ strategies, structures, and capabilities. Some of what we found should come as no surprise: Companies that are sophisticated in their use of data grow faster, for instance. Nevertheless, the research shed new light on the constellation of brand attributes required for superior marketing performance and on the nature of the organizations that achieve it. It’s clear that “marketing” is no longer a discrete entity (and woe to the company whose marketing is still siloed) but now extends throughout the firm, tapping virtually every function. And while the titles, roles, and responsibilities of marketing leaders vary widely among companies and industries, the challenges they face—and what they must do to succeed—are deeply similar.

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