Marketing Organization

This article outlines practices for creating a culture of innovation in your marketing organization.

This article reveals the thoughts of McDonald's CMO Neil Golden on leading the company's broad marketing organization into the future.

This article outlines some of the implications supporting the idea that marketing function compare unfavorably with other functions inside corporations.

This snapshot highlights the latest joint research from the ANA and BtoB Magazine and provides insight into how marketers have moved to becoming business leaders, as they evolve into the force that connects marketing to business strategy.

A list of ten steps to a more effective alignment between marketing and marketing procurement.

Conducted by the Association of National Advertisers and BtoB Magazine, this white paper describes the results of a study that was designed to explore the extent to which marketing departments are being reorganized.

This article presents excerpts from CMO Thought Leaders: The Rise of the Strategic Marketer.

This white paper presents the results of an ANA/Guideline survey designed to answer key questions related to marketing organization including, how has the organizational structure of the marketing function been changing in the past several years? is the marketing function becoming more centralized or more decentralized? and is it becoming more or less integrated?

Yahoo! former CMO Cammie Dunaway sharpens the focus on the audience for a company that serves half of the users of the Internet worldwide. Ask Cammie about the most important attribute for a CMO who wants to prosper in the 21st century and she has a simple two word answer: “intellectual curiosity.” It’s just that kind of appetite for information in a very new kind of electronic enterprise that has distinguished the work of Yahoo and its top marketing officer. In an environment where the rules can change from hour to hour, curiosity about what’s next is a corporate imperative for growth — not to mention survival.

The man who headed strategy and business development for the Foster’s Group, Neville Fielke globally provides a hands-on guide to rebuilding brand focus. A perfect world, says Fielke, is where business strategy and marketing strategy are one. His ideal marketer is a combination of a left-brain and a right-brain thinker: an individual equally comfortable considering “the big idea” and a P&L sheet — someone who is entrepreneurial and creative, yet analytical and objective. Fielke wants people who combine passion and objectivity with an ability to integrate, mobilize, and be conceptual; this, he emphasizes, demands a new level of diversity in the modern marketer.

The CMO of Bank of America and President of BoA Northeast Anne M. Finucane draws on an ad agency background to promote innovative customer connections. “Do I think marketing is a core competency of banks?” Finucane asks. “Well, I think there has been more recent recognition among financial institutions that it is absolutely critical to growth. With the consolidation in our industry and broadening of products, services, and delivery channels, competition has escalated. Distinguishing ourselves from the competition requires operational excellence — and innovative, effective marketing.”

This benchmark completed by the ANA Procurement Task Force and two ANA committees contains descriptions of how global procurement departments are organized.

Completed by the ANA Multicultural Marketing Committee, this benchmark provides insight on how companies structure multicultural marketing departments and measure their value.

In this presentation the president of Rivkin & Associates Rivkin, Steve Rivikins discusses how effective brainstorming can be accomplished and dispels some myths around "creativity."

Scott Meyer, President & CEO, About.com and Mark Herlyn, VP, Advertising, The New York Times provide insight on whether or not B2C programs can live in a B2B world.

In this presentation Marta Dapena-Barón, Founding Partner, Big Picture Partners and Hans Schwarz, Product Director, Johnson & Johnson discussed a marketing framework that helped align all areas of the organization along a common goal and facilitate decision-making.

The EVP for market development and corporate communications takes us inside FedEx’s customer-facing strategy. Michael Glenn discusses the company’s global growth beyond express delivery and shares its internal and external marketing strategies. He reveals how this public service company delivers its “Purple Promise” to consumers around the world.

The CMO of American Express Company talks about the company’s strategies that encompass Webisodes, scalable events, emotion, and proactive risk taking. To catch up with its fact-moving consumers, this credit card company began using new media platforms and content to create level of engagement with its customers.

Google’s SVP of global sales and business development explicates a variety of marketing models for a digital world. Omid Kordestani explains that advertising must provide an experience – something the user is looking for and finds valuable. He discusses how experimentation and research can help marketers understand their consumers and what marketing activities work and don’t work.

The SVP of strategic change management of imaging and print group at Hewlett Packard shares insights on the company’s decentralized structure and the various responsibilities of business units and corporate marketing. Cathy Lyons reasons why having a strong brand is essential and how it allowed HP to tap into new marketers, such as next-generation centers, graphic arts mobility, commercial and industrial printing.

The president of global marketing, sales, and innovation for Diageo PLC reveals the vital capabilities, analytical and leadership skills, and roles essential for successful CMOs to build world brands. Rob Malcom provides insights on Diageo’s marketing culture and shares their “media neutral” approach to engage consumers across all global markets.

Completed by the ANA Technologies Committee, this benchmark explores how companies utilize intranets within their respective departments.

In this article, ANA President and CEO Bob Liodice discusses the long and winding road that Chief Marketing Officers(CMOs) must navigate in order to help an businesses achieve successful marketing.

2007 Advertising Age Family Tree provides a "who owns who" for holding companies and the agencies within their families.

Multicultural marketing organizational structures have evolved over time. This open discussion explored the current state of multicultural marketing organizational structures, and how – and where – they coexist within a company’s overall marketing department. Members also considered ways in which multicultural departments must adapt and change to meet the marketing needs of the future.

Industry experts discuss how the right internal organizational structure helps to manage the challenges of integrated marketing. Includes a discussion of the agency perspective on this issue.

Jim Garrity, Chief Marketing Officer at Wachovia, provides four survival tips for CMOs.

In this panel discussion, three veteran executive recruiters who specialize in placing C-level marketers (CMOs) discuss the importance of doing due diligence during the interviewing process, building strong relationships, and having realistic expectations – on both sides.

ANA members provide insight on their internal agency structures, including information on how many people are staffed in their internal agency and how they track cost savings for their internal agency.

This 2007 ANA survey outlines the top issues on senior marketers' minds as identified by 100 senior marketers.