【】埃森哲--市场营销人才管理路径及方法(英文)-72页PPT课件.ppt
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1、Copyright 2008 Accenture All Rights Reserved.MarketingTalentManagementMarketingCompetencyFrameworkandAcademyApproachApril2008本资料选自国内最具含金量,最全面的人力资源顶级方法与实操大全-2012最新典藏版 官方唯一指定购买咨询QQ:5144 57731(长期在线)全国货到付款,免邮费 2023/2/152023/2/1512IntroductionThe Marketing Talent Management Team has developed this presen
2、tation to provide a general introduction to Marketing Talent Management and a methodology to assist in designing and delivering marketing competency management and/or marketing academy projects.This presentation offers a set of methods including a number of templates and proven project examples team
3、s may leverage in project planning and delivery.While this deck is not meant to be presented in its entirety to a client,you may use this information in creating your proposal or client presentation.Specific client examples and project documents cannot be shared with a client.For assistance with a c
4、lient opportunity or more information,please contact one of the contacts of the Marketing Talent Management Team:Patrick Mosher,Global Sales&Marketing Talent Management Executive Director()Marianne Seiler,Global CRM Marketing Operations Lead()Simon Brown,EALA Sales&Marketing Talent Management Lead()
5、To contribute to this deck,please contact Simon Brown.2023/2/152023/2/153AgendaWhyisMarketingTalentManagementImportant?MarketingAcademyDesignandDevelopmentAppendix:Supporting DocumentsClient Experiences2023/2/152023/2/154CMOsareunderpressuretodelivergrowthfastTheaverageCMOtenureinyearsatthetop100bra
6、ndedcompanies*;53%havebeeninpostforunder12monthsTheproportionofUSstockmarketvaluebasedoninvestorexpectationsoffuturegrowth*1.958%*Source:Spencer Stuart executive search;*Source:Analysis of Russell 3000 Index;May 2003*Source:Advertising Age Global Marketing Report 2005ThemedianmarketingspendforaGloba
7、l100companyis$0.6billion*Acceleratedorganicgrowthisessential2023/2/152023/2/155MainComplexitiesforaMarketingFunctionCMOsmustdelivergrowthfastinanincreasinglycomplexenvironmentGlobalization:Driving competition and changing market economicsRapidInnovation:Reducing sustainable competitive advantageProd
8、uctProliferation:Increasing complexity and commoditizationPlanningandExecutionDeficiencies:Reducing growth strategy market impactandincreaseOperationalEfficiencyCall for greater ROI/accountability on marketing spend Trend to closely link Marketing to partners in the organization,e.g.Finance and Sale
9、sAdopt new ways of marketing:Shift from branding/advertising focus to more direct account management New MediaCMOprioritiesfocusongrowthandinnovation:RevenuegrowthCustomeracquisition/retention/satisfactionInnovation0%5%10%15%20%25%30%35%40%45%PercentageofrespondentsAlignMarketingwithBusinessStrategy
10、Drivenewproductdevelopment2023/2/152023/2/156Product/serviceproliferationisincreasingcomplexityforMarketingThe growth in product/service proliferation is largely due to Lineextensionstoexistingofferings(42%)Newproduct/serviceinnovations(18%)Improvementstoexistingofferings(38%)Enteringnewgeographiesw
11、ithexistingofferings(17%)Enteringnewproduct/servicecategories(24%)*Source:Unravelling complexity in products and services;Wharton University of Pennsylvania;N=424Byhowmuchhasthenumberofproducts/servicesofferedbyyourorganizationgrowninthelastfiveyears?0%20%40%60%80%100%0%20%40%60%80%100%NoGrowth(12%)
12、NoreplyDecrease(2%)%of respondentsGrowth Range ofProducts/Services19%25%16%23%23%oforganizationssaidthenumberofproducts/servicestheyofferedmorethandoubledinthelastfiveyears.2023/2/152023/2/157Globalisation&TechnologyarealsoincreasingcomplexityTelcoExample:199620062016Segments102349Products183572Coun
13、tries123073InvestmentCombinations216024150257544AdvertisingDirect MailPrintRadioOnlineOutdoorMediaDirectPromotionsPriceDistributionSales ForceMarketingInvestment GeographyMix ProductMix SegmentMix MarketingMixChannelMix OnlineIn/OutboundCall CentreOn-premiseMobileMailBilling$Exponentialincreaseincom
14、plexity2023/2/152023/2/158DrivingacceleratedgrowthwithMarketingTransformationMarketingTransformationhelpsCMOstoplanandaccelerate thedeliveryofsuperiorstrategiesfororganicgrowththrough:Customer-centricMarketing:Drive growth by generating a consistent branded-customer experience across new and existin
15、g target customer touch-pointsMarketingProposition:Drive growth by pinpointing the new market,product and services propositions required to win new customers and develop new market spacesMarketingOperationalExcellence:Accelerate the flawless delivery of strategic growth initiativesCreate or gain acc
16、ess to world-class Marketing operations capabilitiesManage delivery of strategy consistently across multiple geographies2023/2/152023/2/159OntheroadtoHighPerformanceMarketingStage3:Even with new,lean processes and leading technology,companies can not see the full benefits if marketers do not have th
17、e competencies/skills to work in a new way.Leaders understand transformation requires them to address all three areas:process,technologyandcompetencies.Stage2:Organizations realized that marketing technology to support broken processes does not yield benefits.So now organizations are re-engineeringp
18、rocesses withtechnologychange in the hope of seeing sustained improvements in effectiveness and efficiency.Stage1:Organizations implementedmarketingtechnology to address challenges or opportunities(like campaign management,analytics or marketing resource management technology)but often found they di
19、d not achieve desired goals.2023/2/152023/2/1510HighPerformingMarketingTalentGlobalversusLocalOrganization:Many organizations strive for local orientation but find local marketing organizations lack the ability to execute well and consistently.AttractingHighPerformingTalent:Organizations struggle ta
20、lent in a more complex economic world with global abundance but local scarcity of talent.Sourcing“top talent”with the right skills and behaviors.Bad hiring decisions lead to high follow on recruitment and training costs.RetainingTalent:High levels of turn-over in marketing come with high cost and ma
21、ke it critical to get employees up-to-speed quickly.DevelopingtheRightSkills:New complexity in marketing and changing operating models require a fundamental and rapid change in skills and experiences to successfully deliver world class marketing operations.Established learning approaches are not kee
22、ping pace.DevelopingandmeasuringconsistentcompetenciesinMarketing:Many marketing organizations are highly dispersed.In most cases only to 1/3 of marketing employees report to the CMO.Many professionals are in product or field marketing reporting to other individuals.Atalentpoweredorganizationisinteg
23、raltocapitalizeonbusinessgrowthopportunities.Challengestomanagingmarketingtalentinclude:2023/2/152023/2/15111.Do we have the right people and the right sourcing mix?(Resourcing)80%of the variability in performance can change by focusing on these three key areas.2.Do they have the right skills and kn
24、owledge?(Learning)3.Are they properly aligned?(Performance Management)PeopleChallengesforCMOsArmedwithclarityonrolesandadefinitionofperformanceexcellence,CMOscanhoneinoncriticalneedswiththreequestions:2023/2/152023/2/1512Talent CultureTalent MindsetTalent MindsetLeadership&strategyExtraordinary resu
25、ltsDefine your talent needsDiscover your sources of talentDevelopyour talent potentialDeployyour talent right place,right timeMeasure and alignTalent CultureTalent CultureTalentManagementCapabilitiesBuildingatalentpoweredorganizationrequirescreatingandaligningfourtalentmanagementcapabilities.2023/2/
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