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David A.

Aaker

The New CMO Imperative

Harvard Business School Press


Boston, Massachusetts

Contents

Preface

xtii

Acknowledgments

xvii

Introduction The New CMO-Why?

Six Deadly Sins of a Silo Structure


Marketing Resources Are Misallocated

4
5

Silo-Spanning Brands Lack Clarity and Linkage

Silo-Spanning Offerings and Programs Are Inhibited

Marketing Management Competences Are Weakened

11

Success Is Not Leveraged Across Silos

12

Inadequate Cross-Silo Communication and Cooperation

Enter the CMO

14

Reducing Silo Power: Why Is It Hard?


From Silos to Synergy

15

18

Creating a Road Map for CMO Success

20

One Find the Right Role and ScopeThe CMO's New Job Description
Five Potential Hats: Facilitator, Consultant, Service
Provider, Strategic Partner, Strategic Captain 27
Facilitator

27

Consultant

29

13

25

I Contents
Service Provider 30
Strategic Partner 31
Strategic Captain 32

Which Roles Are Right for You?


How Roles Evolve

34

35

The Activity Scope and Authority


The Product and Country Scope

39
46

Two Gain Credibility and Buy-in

51

Gaining CEO SupportA Key to Success

52

Reframe Marketing 53
Measure Performance 54
Enlist Allies 55
Involve.the CEO

55

Acquiring Customer Knowledge


Showing Success Visibly
Getting Easy Wins

56

58

58

Delivering Real ImpactThe Home Run 61

Respecting and Engaging the Silo Units


Upgrading the Marketing Staff

62

64

Skills Needed 64
Sourcing People 67
Enhancing Silo Marketing Talent 68
Training Systems 69

Building a Cross-Silo Marketing Team

Three Use Teams and Other Routes to Silo Linking


Cross-Silo Marketing Teams

74

70

73

Contents
Task Force Teams

78

Keys to Successful Teams


Clarity of Mission

79

79

The Right People

84

Competent Leadership

85

Dealing with Multiple, Cultures

Virtual Teams

87

89

Succeeding with Virtual Teams

Routes to Linking Silos


Informal Networks

90

92

92

Formal Networks
Liaison Roles

93

94

Integrator Roles

95

Centers of Excellence

96

Matrix Organizations

96

Centralized Marketing
Which Routes?

98

99

Creating a Cross-Silo Culture

100

Four Develop a Common Planning Process and Information System


Market/Self-Analysis
Self-Analysis

103

105

Product-Market Investment StrategyWhere to Compete


The Customer Value Propositions
Assets and Competencies

107
107

Brand Portfolio Strategy

106

106

Functional Strategies and Programs

Brand Vision

101

105

Business Strategy

Brand Strategy

I ix

HI

107

106

x I Contents
Marketing Programs

111

Measuring Silo Market Strength

112

The Silo-Spanning Information System


The Communication

System

The Knowledge Hub

119

The Payoff

116

117

122

Five Adapt the Master Brand to Silo Markets

123

Standardizing the Master Brand

124

Adapting the Master BrandWhy and When


Adapting the Master BrandHow

127

134

Create Relevant Silo-Spanning Associations


Spin the Brand Story for the Silo Market
Augment with Additional Associations

134
138

138

Emphasize Different Elements of the Brand Identity


Use a Branded Differentiator

140

140

Top-Down Versus Bottom-Up Processes

141

Six Prioritize Brands in the Portfolio

145

Too Many BrandsThe Brand Addition


Framework 148
Will the Business Support a New Brand Name?

148

Would an Existing Brand Inhibit or Even Detract from


the Promise?

149

Would the New Offering Detract from or Confuse the


Message of the Existing Brand?

149

Is There a Compelling Reason for a New Brand?


Other Considerations

152

150

Contents

I xi

Too Few PrioritiesThe Brand Prioritization


Framework 153
.
Identify the Relevant Brand Set

154

Develop Brand Assessment Criteria


Evaluate the Brands

156

Prioritize the Brands

157

154

Develop the Revised Brand Portfolio Strategy


Implement the Strategy
Prioritize Countries

159

159

162

Too Little LeverageThe Brand Extension


Frameworks 163
Product Expansion

163

Expanding the Global Footprint

The CMO Role

166

169

Seven Create Winning Marketing in a Silo World

171

Creating Great Offerings and Marketing Programs


in a Silo World 172
The Silo Route
The CMO Route
Test and Learn

172
175
178

The Scope and Authority of the Silo Team


Sib Managers' Authority Creep

179

184

How Many Communication Partners?

185

Allocating Marketing Resources Across Silos


Communicating the Brand Internally

192

190

xii

I Contents

Conclusion The CMO's First Ninety Days

197

Assessing the Organizations Capability to


Span Silos 198
Action PlanPrioritizing Short- and
Long-Term Goals 201
Keep Your Eye on the BallFocus on Silo Problems

Notes

207

Index

211

About the Author

217

205