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WFA & SPIRE Webinar on marketing procurement maturity

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This WFA webinar in partnership with SPIRE helps procurement and marketing understand:
- How the top performers set themselves up for success;
- What entry level/advanced characteristics are displayed by best-in-class organisations;
- Drivers to help procurement further integrate with marketing;
- How to diagnose the capabilities and set up action plans to improve your performance.

Publié dans : Business
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WFA & SPIRE Webinar on marketing procurement maturity

  1. 1. Marketing activity efficiencyand effectivenessUnderstanding procurement maturity andorganisational structureThe 2012 WFA SPIRE Diagnostic Webinar World Federation of Advertisers SPIRE Steve Lightfoot Paul Duxbury Tel. +32 (2) 506 4390 Tel. +44 (0)207 297 2221 s.lightfoot@wfanet.org paul.duxbury@spire-ww.com www.wfanet.org www.spire-ww.com
  2. 2. Introductions• The World Federation of Advertisers – The only global organization representing the common interests of marketers – Members represent ~90% of global marketing communications spend, almost US$ 700 billion annually – Champions responsible and effective marketing communications• SPIRE – Marketing capability building consultancy – Works with multinational organisations: Arla, Novartis, Shell, SABMiller, Universal Studios – Partners of the WFA since 2009 www.spire-ww.com 2
  3. 3. Today’s Agenda1. How the top performers set themselves up for success2. What entry level/advanced characteristics are displayed by best-in-class organisations3. Drivers to help procurement further integrate with marketing4. How to diagnose the capabilities and set up action plans to improve your performance www.spire-ww.com 3
  4. 4. 1. How the top performers set themselves up forsuccess…. www.spire-ww.com 4
  5. 5. Combination of ROI, outcome and input focused evaluationMarketers have ROI “Now that there is an accepted mandate to understand Source: Millward Brownfocused post and measure the financial impact of marketing, it’s time to 2008evaluation… take a more disciplined approach”…and outcome focused Source:post evaluation… www.effieindex.com Self assessment of approach to effectiveness and efficiency…and now an input of marketing activities, to drive discussion and alignment Source: WFA SPIREfocused evaluation Diagnostic Tool across the marketing team and support the building oftool. world class capabilities www.spire-ww.com 5
  6. 6. Building understanding and alignment, beforestarting to build capabilities• Understanding the effectiveness and efficiency landscape – Putting common terms and parameters around a previously uncharted territory• Understanding how well the organisation performs for key effectiveness and efficiency themes – Areas of good performance, the size and location of gaps and areas of misalignment• Understanding how well prepared the business is for capability building – And where improvements may be required as, or before capabilities are built www.spire-ww.com 6
  7. 7. 2. The entry level and advanced characteristics displayed by best-in-class organisations… www.spire-ww.com 8
  8. 8. 45+ Phase One benchmark companiesAnnual marketing budgets worth an estimated $60+ billion www.spire-ww.com 9
  9. 9. Overall performance for all themes ofeffectiveness & efficiency Overall performance for all themes of effectiveness & efficiency 48 Average # of ‘good’ & ‘excellent’ responses 46 2010 2012 Source: WFA SPIRE 2010 survey and 2012 Diagnostic Tool Base: all respondents 10
  10. 10. 2012 performance by quartile 2012 performance by quartile 82 Average % of ‘good’ & ‘excellent’ responses per 56 company 37 12 Lower quartile Lower-mid quartile Upper-mid quartile Upper quartile Organisations are grouped into quartiles, based on their overall performance across the 4 themes of effectiveness and efficiency, with each quartile representing ~25% of the total respondents Source: WFA SPIRE 2012 Diagnostic Tool Base: all respondents 11
  11. 11. 2012 performance by effectiveness and efficiency theme 89 89Proportion of ‘good’ & ‘excellent’ responses per 78 72 All 57 57 Respondents respondent 39 38 Upper Quartile Managing money tightly Identifying & working Using integrated and Establishing structured and adopting more cost- with the best streamlined approaches mechanisms for efficient ways of working agencies/suppliers to manage activities continuous improvement Source: WFA SPIRE 2012 Diagnostic Tool Base: all respondents www.spire-ww.com 12
  12. 12. At a company level, the gap between the performance of themost and least advanced organisations is getting widerPerformance by quartile• Organisations were grouped into quartiles, based on their overall ratings across all drivers of marketing activity effectiveness and efficiency• On average the ratings for the top 25% of organisations are more than 6 times greater than the bottom 25%Widening gap between top and bottom• The theme ratings of the top three quartiles increased by between 3 and 6 points from 2010 to 2012• Over the same period the theme ratings for the lowest quartile fell by 8 points, increasing the gap between organisations with the most and least well developed capabilities Should the most advanced organisations help the weakest develop their capabilities and how could that be done? www.spire-ww.com 13
  13. 13. The most advanced organisations have made the greatestprogress with their approach to the management of agencypartnersChange in upper quartile capabilities bytheme• From 2010 to 2012 there were increases in capability for two of the themes of marketing activity effectiveness and efficiency• The most significant change was an increase in capabilities to identify and work with the best agencies and suppliers2012 upper quartile capabilities by driver• All capability drivers were rated at 80 or more in 2012• With near maximum performance across 3 of the 5 drivers that were identified as of primary importance to increasing marketing activity effectiveness and efficiencyAre the agency management capabilities of upper quartile organisations approaching a point of marginal return and is there more upside to be gained in other capability building areas? www.spire-ww.com 14
  14. 14. The least advanced organisations have lost ground both inmanaging money tightly and working with agenciesChange in lower quartile capabilities by theme• From 2010 to 2012 there were significant declines in capability for two of the themes of marketing activity effectiveness and efficiency• For the other two themes there was no significant changeLower quartile performance by driver relativeto the upper quartile (for the managingmoney tightly theme)• For most of the drivers of managing money tightly, the capabilities of the lower quartile fell whilst those of the upper quartile increased, creating a widening gap• The same trend, albeit less pronounced was seen within the agency management theme For additional driver analysis refer to appendix 14 Have there been changes to the external operating environment that made it even harder for the least capable organisations to perform well e.g. complexity from increased digital marketing spend? www.spire-ww.com 15
  15. 15. Some of the capabilities considered to be most important*have increased whilst others have declinedDrivers of primary importance for whichcapabilities have increased• The biggest increases have been for capability drivers within the agency management theme• Within the integrated and streamlined process theme there have been no capability increases for the drivers of primary importanceDrivers of primary importance for whichcapabilities have fallen• There have been falls in capability drivers within both the agency management and managing money tightly themes• As well as a significant decline in the linkage of activity to overall strategy * The ‘most important’ drivers were identified by respondents to the 2010 surveyIs there an issue with the prioritisation of capability building efforts, or with premature assumptions that drivers are ‘fixed’? www.spire-ww.com 16
  16. 16. The capabilities that are hardest to build and sustain remainthe least well developed across the boardOverall capabilities for each theme• The two ‘traditional’ or ‘foundational’ themes of marketing activity effectiveness and efficiency have equally high levels across all companies• The ‘process’ and ‘learning’ capability themes lag behind with levels nearly 20 points lowerPerformance trends• Compared to 2010, the capability levels for the ‘process’ and ‘learning’ themes fell in 2012• This further increased the gap between these drivers and the ’traditional’ themes Are organisations falling into the trap of prioritising the less challenging areas for improvement, rather focusing on the areas of greatest upside, despite the difficulty levels? www.spire-ww.com 17
  17. 17. 3. Drivers to help procurement further integrate with marketing… www.spire-ww.com 19
  18. 18. Cross functional working and centralised sourcing stronglycorrelate with advanced effectiveness and efficiencycapabilitiesStrong linkage between cross functionalworking and capabilities• Organisations in the upper quartile of effectiveness and efficiency capabilities have a much stronger culture of cross functional in and around the marketing team• This is seen at all stages of the planning cycle, from goal setting to post-evaluationThe best performers source more centrally• In nearly all spend categories the organisations with the strongest effectiveness and efficiency capabilities source more centrally• The smallest gap between upper quartile and all respondent performance is for media and the greatest is for digital For all spend categories refer to appendix 15 Should these organisational areas be developed in parallel with capability building, or are they a pre- requisite? www.spire-ww.com 23
  19. 19. The tenure of the sourcing team and integration with the marketingplanning process strongly correlates with advanced effectiveness andefficiency capabilitiesTenure of the marketing sourcing team• The marketing sourcing teams of upper quartile companies have spent significantly longer influencing spend than the average for all companies• 40% of upper quartile companies have had marketing sourcing teams in place for more than 10 yearsIntegration of sourcing in planning• In upper quartile companies marketing sourcing is consistently more involved in the planning process• Although levels of involvement reduce when it comes to the development of individual activities and activity evaluation Do the marketing team recognise the role that sourcing can play, and are sourcing teams fully describing the commercial benefits they bring? www.spire-ww.com 25
  20. 20. 4. How to diagnose the capabilities and set up action plans to improve your performance… www.spire-ww.com 28
  21. 21. Two levels of diagnosisInitial overview of effectiveness & efficiency ratings 1 marketing respondent 15 minute on- 1 hour line survey 1 sourcing presentation respondentIn depth review of effectiveness & efficiency ratings & planning sessions ~10 marketing respondents Presentation Outline capability building plan ~10 sourcing 15 minute on-line Facilitated respondents survey workshop www.spire-ww.com 29
  22. 22. How increasing responses can drive complexityExample data for Org Z 100% 90%Proportion of ‘good’ or ‘excellent’ responses 80% 70% 60% 50% 40% 30% 20% 10% 0% Ratings from respondents in a range of locations, marketing and related functions Source: WFA SPIRE 2012 Diagnostic Tool Base: all respondents www.spire-ww.com 30
  23. 23. To participate please access the WFA SPIREDiagnostic survey link:http://www.surveygizmo.com/s3/942382/WFA-SPIRE-DIAGNOSTIC-TOOL www.spire-ww.com 32
  24. 24. Looking forward : continuous development ofthe Diagnostic Tool• Extending the respondent base – Target of 100 companies by end 2012• Completing in-depth company specific reviews – Usually for 10-20 same company respondents – With follow up capability planning sessions• Increasing depth of organisational factor analysis and actionability of findings – Ready for 2013 diagnostic cycle www.spire-ww.com 33
  25. 25. For more information, pleasecontact:World Federation of Advertisers SPIRE Steve Lightfoot Paul Duxbury Tel. +32 (2) 506 4390 Tel. +44 (0)207 297 2213 s.lightfoot@wfanet.org paul.duxbury@spire-ww.com www.wfanet.org www.spire-ww.com