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Though social and digital media are rapidly transforming marketing and new tools emerge daily, in most firms the organization of the function hasn’t changed in 40 years. How should marketers revamp their strategies, structures, and capabilities to meet the new realities? To find out, the consultancy Effective- Brands and its partners conducted a study involving 10,000 marketers from 92 countries, which examined what separated high-performing marketers from the pack. High performers, the study showed, excelled in three areas: integrating data about what customers are doing with an understanding of why they are doing it; communicating a brand purpose (the functional, emotional, and societal benefits of the offering); and delivering a “total experience” to customers. To provide this kind of experience, high performers break down silos and enlist the help of the entire organization. That means they must link marketing strategy tightly to business strategy and to other functions; inspire employees across the company with the brand’s purpose; focus and align around a few key priorities; set up nimble, cross-functional teams; and build internal capabilities through extensive training at all levels. Surprisingly, few companies have been able to put all these pieces together. Only half of even high-performing organizations excel on some of these capabilities. But that shouldn’t be discouraging; rather, it just illuminates where there’s work to do. [ABSTRACT FROM AUTHOR]

We need trust to break down traditional barriers of working in order to create game-changing creativity, Keith Weed writes. 'Working in this silo is proving really productive for my brand' [...]

Keith Weed, chief marketing and communications officer at Unilever, on why brands must harness technology to play their role in tackling issues faced by the planet and its people. From [...]

The most successful companies don’t just have good products and strong distribution systems—they have a deep understanding of customers. That naturally requires lots of marketing data, but the authors say it also takes an “insights engine”—a set of structures, people, and processes that can translate data into actionable strategy. How do high-performing organizations achieve this kind of customer centricity? Extensive research by the lead author’s firm indicates that seven operational characteristics are critical for a superior insights and analytics group: It must be adept at synthesizing data, independent from other functions, integrally involved in business planning, collaborative, willing to experiment with new technologies and programs, future oriented, and active in strategic decision making. In addition, the people who are part of the insights engine share three key traits: They have a whole-brain mindset (they think creatively as well as analytically), they focus on business growth, and they are effective at getting their messages across with engaging storytelling rather than dry recitations of data. The authors discuss each characteristic in turn, using the consumer goods giant Unilever as a case study. Unilever’s Consumer Markets and Insights group, the epitome of a powerful insights engine, has helped the company generate impressive revenue and sales growth. INSET: ABOUT THE INSIGHTS2020 RESEARCH. [ABSTRACT FROM AUTHOR]

Though social and digital media are rapidly transforming marketing and new tools emerge daily, in most firms the organization of the function hasn’t changed in 40 years. How should marketers revamp their strategies, structures, and capabilities to meet the new realities? To find out, the consultancy Effective- Brands and its partners conducted a study involving 10,000 marketers from 92 countries, which examined what separated high-performing marketers from the pack. High performers, the study showed, excelled in three areas: integrating data about what customers are doing with an understanding of why they are doing it; communicating a brand purpose (the functional, emotional, and societal benefits of the offering); and delivering a “total experience” to customers. To provide this kind of experience, high performers break down silos and enlist the help of the entire organization. That means they must link marketing strategy tightly to business strategy and to other functions; inspire employees across the company with the brand’s purpose; focus and align around a few key priorities; set up nimble, cross-functional teams; and build internal capabilities through extensive training at all levels. Surprisingly, few companies have been able to put all these pieces together. Only half of even high-performing organizations excel on some of these capabilities. But that shouldn’t be discouraging; rather, it just illuminates where there’s work to do. [ABSTRACT FROM AUTHOR]

The author uses the mental health analogy to diagnose firms that fail employees. Does he have a cure? Keith Weed reports. Former Unilever CEO Sir Michael Perry once said: 'Our […]

Only the most conscientious or visionary really devote time to improving their skills The markets in which most businesses now operate have never been more dynamic or competitive. The internet [...]

KEITH WEED, Lever Faberge chairman, says changing family trends mean it is vital that suppliers and retailers understand consumers within their social fabric Picture this; a mother helps her 26-year-old [...]

Letters are presented from readers responding to the article "Marketing Organizations Need to Get Unstuck" by Marc de Swaan Arons, Frank van den Driest, and Keith Weed from the July-August 2014 issue, along with a response from the authors.

The article offers the author's insights on the importance of trust in creativity for building brands by advertising agencies.