The following list represents the Key Service Objectives (KSO) for the Appleton Greene Marketing Optimization service.
At a time when marketing departments are under pressure to demonstrate their accountability and business contribution, the service provides tools and methodologies that helps transform the way they can understand and optimize their marketing ROI. Until recently, measuring the business impact of the marketing mix required complex, lengthy and expensive modeling and simulation processes. Because of such complexity, time requirement and costs, this approach has remained limited to big brands with adequate budgets and data analytics expertise. This services implements a different approach, leveraging an innovative, leading edge technology that fully automates the modeling process. This automated approach delivers models and insights at an unprecedented speed, in a flexible, transparent and affordable way. Combined with the appropriate marketing expertise, it provides on demand ROI measurement and optimization capability for most marketing departments, especially the ones which believe they lack the budgets, time and expertise for this. Specifically, this service covers the following areas: first of all, data situation analysis and integration, under the form of an audit of the data availability, reliability and completeness, followed by the collection and consolidation of this data in one repository. The marketing mix modeling phase, leveraging the specific data provided, follows the data phase. After collecting the appropriate plans from the brand, forecasting and optimization can be conducted via scenarios exploration, and definition of optimal mix investments based on different types of objectives. This approach, to be fully leveraged, needs to be scalable to different brands and geographies, several times a year (3 to 4 ideally). To that end, training is then proposed to transfer the application expertise, along with a purchase of the application license.
Brand management is the planning and implementation of the key decisions that enable a brand to profitably grow, based on a relevant and consistent positioning over time, well executed across the various dimensions of the mix: product development, communications, pricing and distribution. The multinational / global dimension adds elements of complexity because of the differences across countries (in terms of culture, brand perception, maturity, and regulations.) as well as the requirement for careful resources allocation across the geographies. Objectives here are: first of all, implement a thorough situation analysis of the brand in its different markets and identify commonalities and structural differences in these situations. This thorough understanding will then enable to design a fundamental element for the brand: the global brand management framework. This framework will reflect the brand’s objectives, articulate how it is managed across countries and what may drive possible local adaptation and adjustments compared to the established model. Key questions to be addressed are in particular (non-exhaustive list): can the brand drive a consistent positioning across markets or does it need differentiated approaches? At which stage of development is the brand across its markets and how to account for differences in the strategies, planning and executions? What are the priorities and drivers of resources allocations across the portfolio of countries? Should a centralized management model be implemented, a decentralized one or a hybrid one? What belongs to the local markets and what belongs to the central brand management decision body?
Re-positioning a brand is all about changing or significantly evolving its perception among its target audience, driven by reasons such as shifts in the market place, declining performance, disruption due to new competitors, etc. This is executed through changes in the marketing mix, starting with a new definition of the positioning implemented in the relevant mix areas (new products and communication mix.). Objectives here are, first of all, to identify and assess the reasons that motivate a possible re-positioning and review the options. Re-positioning being such a major decision, it is critical to scrutinize and validate the reasons behind before engaging in the effort. Once these drivers are well understood, re-positioning cannot be decided without having thoroughly reviewed 2 alternative options. Option 1 is about trying to address the identified challenges within the existing positioning through appropriate actions (e.g. launching a new variant, a sub brand and developing a new communication platform.). Alternative 2 is about launching a new brand: sometime it may be easier and less risky to launch a new brand rather than unsettling an existing brand and use it as an imperfect or maladapted vehicle for the new positioning. Once the re-positioning decision is made, several key questions need be addressed. The first one is about the ability and legitimacy of the brand to evolve towards the new positioning. Scrutinizing the brand values, its history, its perception is here critical. Appropriate market research, qualitative and quantitative, will be required. The second question is about the transition to the new positioning and its execution. Which elements of the mix are at stake? How will it be implemented: progressively or in one go? How to maintain the established customer base while attracting new ones? What are the resource requirements?
Defining and executing a winning go-to-market strategy is a key step not only for the successful launch of a new product or service but also to establish its success long term. As such, designing winning go-to-market strategies and/or improving on existing ones is a key way to improve the marketing effectiveness. The objectives behind go-to-market strategies are twofold. First of all, in the strategy design phase, it is critical to identify the attractive market segment(s) and develop a winning value proposition for the identified segment(s). As in any strategy, the approach is primarily about choices, selection and prioritization. Being able to focus on few promising segments and not trying to “win everywhere” is a pre-condition for success. Once these segments identified, a deep understanding of their needs and expectations will naturally lead to the definition of a superior value proposition, one that is unique, relevant and able to convince prospect customers to switch from their current product or service to the one that is launched. Importantly, the value proposition will need to be defined not just for today, but also with the goal of remaining fully relevant, attractive and differentiated in the foreseeable future. The second set of objectives is related to the delivery of the go-to-market strategy. It consists in acquiring the right customers for the brand, in line with the identified segments, and building the loyalty of these customers. The value proposition will therefore need to be conveyed in a very rigorous and consistent way across the key components of pricing, distribution and messaging across the appropriate communications channels.
Brand management is at the cross road of many different disciplines and types of activities that each require services from specialized third party agencies, such as advertising, digital, media, promotions, brand identity etc. Each of these agencies need not only to efficiently collaborate with the brand team, but they also need to work well together, which may be at time challenging. With the addition of the country dimensions, each global / multinational brand team is clearly at the center of a very complex network of interactions. If this network is not properly managed in line with the brand management requirements, it may drive severe inefficiencies and drive the overall marketing effectiveness down. Agency management is therefore about establishing the appropriate network of agencies across different countries along with the appropriate process of management to optimize the impact of marketing activities. The starting point of proper agency network management is always rooted in the overall brand management framework, which itself depends on the type of products under the brand, differences between countries, company culture etc. For example, a centralized approach will necessitate a very different way to manage an agency network compared to a decentralized one. At minimum, a brand team should have clear answers to the following questions: what is the level of involvement expected from the key agencies? Is it shallow and will the collaboration be about projects allocated through RFP? Is it deep and will a few agencies be considered as long term strategic partners? Which kind of network integration is expected: tightly integrated, maybe through one single network, or loose combination of agencies from different communications group (in which case how will the coordination and alignment be established across these agencies)? Which agency will have the strategic lead (along with the client), how to encourage collaboration, how to avoid conflicts and deal with them when they occur? Last but not least, defining fair remuneration levels for both sides, with appropriate incentives, is a key component of a successful agency management approach.
Banking & Financial Services
After years of very slow recovery, marked by defensive moves and governance remediation, the global banking industry now appears in a position where it can re-position itself for revenue growth, while continuing to drive cost reduction. In 2014, top line revenue in the industry was starting to grow again, although modestly, and banks continued their strong focus on operational and scale efficiencies. As a result, many networks were rationalized, with numerous branches closing down – one of the largest decline in 20 years. 2014 was also a year of consolidation in the sector, with the number of mergers and acquisitions increasing to its highest level since 2008. 2015 should see an increased focus on driving top line and bottom line altogether, with priority towards profitability. In Europe, the prospects for the sector are somewhat less positive, due in particular to the current macro-economic situation in the Eurozone. Looking at the main global players, there are 4 Chinese banks in the top 5 (in terms of total assets): Industrial & Commerce Bank of China, China Construction Bank Corporation, Agricultural Bank of China and Bank of China, with total assets between US $ 2.6 and 3,6 trillion. HSBC holdings (UK) is the only non-Chinese bank within this top 5, in 4th position with around US $ 2.7 trillion in assets. European and US banks follow in the global ranking, with names such as JP Morgan Chase (US), BNP Paribas (France), Bank of America (US), Credit Agricole Group (France), Barclays PLC (UK), Deutsche Bank (Germany), with assets between US $ 1.6 and 2,6 trillion. Last but not least, Mitsubishi UFJ Financial Group (Japan) is number 8 in this ranking with US $ 2.3 trillion in assets. In a context marked by more complex regulations and a continued focus on Return on Equity (ROE), today’s banks need to adapt to 3 major transformations: a continued technology disruption that brings new, non-banking competitors into play (the rise of financial technology companies, or “FinTech”), rapidly changing customer preferences, fueled in large part by new digital platforms (mobile, e-commerce and social networks) and the increasing pressure from customers for a better level of services and improved overall experience. To address these challenges, banks will need to focus their marketing on improving customer understanding and segmentation, increasing their brand and propositions relevance versus the new FinTech players, designing and promoting an appropriate customer experience that anticipates on evolving preferences.
The Technology sector is very broad and includes companies engaged at different levels of the technology value chain: communications equipment, software development, computer hardware and technology-related office equipment, semiconductors manufacturing, provision of consulting and IT services. This massive sector includes big brand names from all over the world, that cover all the different areas listed above. Apple is definitely the number 1 technology company in the world, both in terms of revenue (US$ 234 billion in 2015) and market capitalization. Along with Apple, the most successful technology companies in terms of market capitalization are corporations that hardly existed 10 years ago, demonstrating the amazing pace of transformation in this sector: they are primarily Google, Amazon and Facebook. They form with Apple the powerful “GAFA”, the group of companies clearly considered today as the main driving forces in the sector transformation. They have progressively replaced the previous Intel and Microsoft duopoly (“Wintel”) that dominated the industry in the 90’s and early 00’s. Key to the success of the “GAFA” has been their ability to create “platforms” that foster entire ecosystems, which bring along hardware manufacturers, software and applications developers. Beside the “GAFA” and previous dominant players like Microsoft and Wintel, the sector also includes big names of hardware manufacturers (HP, Dell, Samsung and Sony), Computing Services and consulting providers (IBM), semi-conductor and components (Toshiba, Panasonic). While the technology sector is full of opportunities and presents many areas of profitable growth, this environment is nonetheless a very challenging one due to the on-going changes and transformations which may unsettle even the most established positions (Nokia is a telling example of this). The number one challenge for companies in this sector is therefore to remain relevant and attractive over time to consumers, while new technologies and players enter the market. Achieving this requires the ability to put the customer at the center of innovation, through market driven rather than technology driven decisions. The second challenge is differentiation: in a sector where standard operating environments are the norm, most players need to establish not only the relevance, but also the uniqueness of their brand and products.
Fast Moving Consumer Goods
The Fast Moving Consumer Goods category regroups non-durable goods sold quickly and at relatively low cost, such as soft drinks, processed food, detergent products, toiletries and many other consumables. These are typically products with high volumes and low margins, sold through extensive distribution (with hyper and super markets being most often the number 1 channel), with a high velocity and therefore high stock turnover. This sector is dominated by large multinational companies such as Procter & Gamble (USA), Nestlé (Switzerland), Unilever (UK & Netherlands), Pepsico (USA), Coca Cola (USA), Mondelez (USA), L’Oreal (France) etc. All these companies control a very large portfolio of brands (they are “house of brands”) in different product categories, catering for different types of consumers expectations, at different price points. For example, a company like Procter and Gamble (P&G) manages brands such as Pampers (baby care), Pantene (hair care), Ariel (laundry detergent), Gillette (razors and toiletries) etc. Within a major category such as laundry detergent, P&G would typically offer at least 3 different brands (more in many countries), one at a premium positioning (e.g. Ariel or Tide), another one at an entry level positioning (e.g. Bonux) and another catering for specific expectations (e.g. a detergent and fabric softener all-in-one like Bold or Dash). With rather stable and well established business models, the challenges within this categories are primarily linked to growth, brand portfolio management and balance between long term vs short term. Growth related challenge: in all developed markets, most categories are mature and therefore very competitive. Sales need to be defended from competitors and increasingly, retailers’ own private brands, primarily through very significant levels of expenditure in advertising, promotions and trade activities. Beside this growth problematic, a second and very important objective is to properly manage the portfolio of brands, through appropriate positioning’s covering relevant market segments and limiting cannibalization. Last but not least, in such cut throat environment, brands need to appropriately establish the delicate balance between short term revenue generation (through promotions, price drops, trade activities) and long term brand building that helps maintain price points and margins.
The telecommunications sector comprises all the companies that enable communications between individuals or companies, whether voice or data, through the phone or internet, at local, regional or global levels. Key players in this sector are wireless operators, Internet service providers, cable companies, communications equipment manufacturers and satellite companies. 2 main trends in the sector drive its significant growth: first, the shift of communication and computing to mobile devices, and secondly the need for larger and larger amount of data to be transferred over the networks, due to increasing consumption of data heavy content such as video. The wireless telecom operators are clearly at the heart of this transformation, with offerings that cover all requirements from individual consumers and companies, whether voice or data, mobile or fixed, without forgetting the distribution of specific content. The sector has been deeply transformed over the past decades, moving from a centralized structure to a largely decentralized one (started with the break-up of the Bell system in the USA in 1982), with shrinking regulations and barriers to entry. Top global companies include names such as China Mobile (China), Verizon Communications (USA), Vodafone (UK), AT&T (USA), Nippon Telegraph & Telephone (Japan), Deutsche Telekom (Germany), Telefonica (Spain), America Movil (Mexico). All these companies have a customer base well in excess of 100 million’s and many of them operate across several countries (Vodafone, Telefonica and Deutsche Telekom). The telecommunications sector offers significant profitable growth opportunities, but important challenges come along. The first one is about relevance and monetization in an environment disrupted by technology: with the rise of free communications services that circumvent the operators networks (Over-The-Top , or OTT services), operators need to maintain relevance through additional, value added services that will provide new sources of revenue. The second challenge for telecommunications players is to build a brand that will stand for innovation, quality of service and differentiation, in order to develop and attract and retain new customers to its services. Last but not least, telecommunications operators face the constant challenge of identifying, acquiring and retaining the right customers segments in a context where loyalty is limited and competition is fierce.
The advertising sector in the broad sense includes different types of firms specialized in providing services around marketing communications to B2B clients. Typically, these services evolve around advertising, digital marketing, media, PR, promotions, design and other marketing communications techniques, as well as around marketing research and consulting. This sector has undergone a massive consolidation over the last 2 decades, and is now dominated by large communications groups, which bring together within one entity, but under different names, complementary disciplines for their clients (advertising, digital marketing, media, PR, design and market research). 4 global networks, which operate within all major markets around the globe, therefore dominate the global advertising sector: WPP Group (UK – US $ 19,0 billion revenue in 2014), Omnicom Group (USA, US $ 15,3 billion revenue in 2014), Publicis Groupe (France, US $ 9,6 billion revenue in 2014), Interpublic (USA, US $ 7,5 billion revenue in 2014). Each group will bring different agency names under one roof (e.g. WPP owns several big names in advertising, such as Grey, Ogilvy & Mather, Young and Rubicam, or Publicis owns several media agencies such as Starcom Mediavest or Zenith Optimedia). Despite its intrinsic complexity, this structure built around several agencies enables these groups to increase the amount of marketing budgets they handle, even if they may sometime belong to competitive brands, thus achieving the required critical mass to increase the bargaining power in front of the media owners. The advertising industry ecosystem has been entirely disrupted by the impact of the Internet and digital technologies. This disruption has first of all transformed the way firms operate: they need to deal with the increasing complexity and fragmentation of communications channels, driven by the rise of the digital options: e-commerce, banner ads, search, social networks etc. In this context, they are also asked to deliver well beyond the “ads” formerly expected from them: they have to develop broader “content” that will drive engagement and nourish conversations with consumers less and less likely to accept the intrusion of standard ads. This disruption has also brought in new players that can all pretend for a share of the advertising industry business, at different levels of the value chain. At the strategic level, big consulting companies such as McKinsey or Accenture are taking interest in their clients’ marketing communications approach. In the area of creative work, publishers like Yahoo, Forbes, CNN etc. are getting involved in the development of specific content. And even in the area of media buying, ad-tech companies led by Google, thanks to specific, proprietary buying and programming software, are capturing a portion of the business. Several scenarios can be figured out regarding the evolution of the sector, including one where communications groups would become irrelevant and re-focus on core creative development. Another one requires from these groups that they develop their ability to connect the different dots in a very complex ecosystem and establish themselves as the only and most legitimate “system integrator” of the sector.
Monthly cost: USD $1,000.00
Time limit: 5 hours per month
Contract period: 12 months
Bronze service includes:
01. Email support
02. Telephone support
03. Questions & answers
04. Professional advice
05. Communication management
The Bronze Client Service (BCS) for Marketing Optimization provides clients with an entry level option and enables client contacts to become personally acquainted with Mr. Klotz over a sustainable period of time. We suggest that clients allocate up to a maximum of 5 Key Employees for this service. Your Key Employees can then contact the consultant via email, whenever they feel that they need specific advice or support in relation to the consultant’s specialist subject. The consultant will also be proactive about opening and maintaining communications with your Key Employees. Your Key Employees can list and number any questions that they would like to ask and they will then receive specific answers to each and every query that they may have. Your Key Employees can then retain these communications on file for future reference. General support inquiries will usually receive replies within 48 hours, but please allow a period of up to 10 business days during busy periods. The Bronze Client Service (BCS) enables your Key Employees to get to know their designated Appleton Greene consultant and to benefit from the consultant’s specialist skills, knowledge and experience.
Monthly cost: USD $2,000.00
Time limit: 10 hours per month
Contract period: 12 months
Bronze service plus
01. Research analysis
02. Management analysis
03. Performance analysis
04. Business process analysis
05. Training analysis
The Silver Client Service (SCS) for Marketing Optimization provides more time for research and development. If you require Mr. Klotz to undertake research on your behalf, or on behalf of your Key Employees, then this would understandably require more time and the Silver Client Service (SCS) accommodates this. For example, you may want your consultant to undertake some research into your management, performance, business, or training processes, with a view towards providing an independent analysis and recommendations for improvement. If any research and development, or business analysis is required, then the Silver Client Service (SCS) is for you.