市场营销人才管理路径及方法-72页ppt课件

1、Marketing Talent ManagementMarketing Competency Framework and Academy Approach 本资料选自国内最具含金量，最全面的 官方独一指定购买咨询QQ：5144 57731长期在线全国货到付款，免邮费 Introduction The Marketing Talent Management Team has developed this presentation to provide a general introduction to Marketing Talent Management and a methodology

2、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 teams may leverage in project planning and delivery. While this deck is not meant to be prese

3、nted 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 client opportunity or more information, please contact one of the contacts of the Mark

4、eting Talent Management Team: Patrick Mosher, Global Sales & Marketing Talent Management Executive Director (patrick.mosheraccenture) Marianne Seiler, Global CRM Marketing Operations Lead (marianne.seileraccenture) Simon Brown, EALA Sales & Marketing Talent Management Lead (simon.brownaccent

5、ure) To contribute to this deck, please contact Simon Brown.Agenda Why is Marketing Talent Management Important? Marketing Academy Design and Development Appendix: Supporting Documents Client ExperiencesCMOs are under pressure to deliver growth fastThe average CMO tenure in years at the top 100 bran

6、ded companies*; 53% have been in post for under 12 monthsThe proportion of US stock market value based on investor expectations of future growth* 1.958%*Source: Spencer Stuart executive search; *Source: Analysis of Russell 3000 Index; May 2019* Source: Advertising Age Global Marketing Report 2019The

7、 median marketing spend for a Global 100 company is $0.6 billion* Accelerated organic growth is essentialMain Complexities for a Marketing Function CMOs must deliver growth fast in an increasingly complex environment Globalization: Driving competition and changing market economics Rapid Innovation:

8、Reducing sustainable competitive advantage Product Proliferation: Increasing complexity and commoditization Planning and Execution Deficiencies: Reducing growth strategy market impact and increase Operational Efficiency Call for greater ROI / accountability on marketing spend Trend to closely link M

9、arketing to partners in the organization, e.g. Finance and Sales Adopt new ways of marketing: Shift from branding / advertising focus to more direct account management New Media CMO priorities focus on growth and innovation:Revenue growthCustomer acquisition/retention/satisfactionInnovation0%5%10%15

10、%20%25%30%35%40%45%Percentage of respondentsAlign Marketing with Business StrategyDrive new product developmentProduct / service proliferation is increasing complexity for MarketingThe growth in product / service proliferation is largely due to Line extensions to existing offerings (42%)New product

11、/ service innovations (18%) Improvements to existing offerings (38%)Entering new geographies with existing offerings(17%) Entering new product / service categories (24%)*Source: Unravelling complexity in products and services; Wharton University of Pennsylvania; N=424By how much has the number of pr

12、oducts/services offered by your organization grown in the last five years?0%20%40%60%80%100%0%20%40%60%80%100%NoGrowth(12%)NoreplyDecrease(2%)% of respondentsGrowth Range ofProducts/Services19%25%16%23% 23% of organizations said the number of products / services they offered more than doubled in the

13、 last five years.Globalisation & Technology are also increasing complexityTelcoExample:201920192019Segments102349Products183572Countries123073InvestmentCombinations216024150257544AdvertisingDirect MailPrintRadioOnlineOutdoorMediaDirectPromotionsPriceDistributionSales ForceMarketingInvestment Geo

14、graphyMix ProductMix SegmentMix MarketingMixChannelMix OnlineIn/OutboundCall CentreOn-premiseMobileMailBilling$Exponential increase in complexityDriving accelerated growth with Marketing TransformationMarketing Transformation helps CMOs to plan and accelerate the delivery of superior strategies for

15、organic growth through:Customer-centric Marketing: Drive growth by generating a consistent branded-customer experience across new and existing target customer touch-pointsMarketing Proposition: Drive growth by pinpointing the new market, product and services propositions required to win new customer

16、s and develop new market spacesMarketing Operational Excellence: Accelerate the flawless delivery of strategic growth initiativesCreate or gain access to world-class Marketing operations capabilitiesManage delivery of strategy consistently across multiple geographiesOn the road to High Performance M

17、arketingStage 3: Even with new, lean processes and leading technology, companies can not see the full benefits if marketers do not have the competencies / skills to work in a new way. Leaders understand transformation requires them to address all three areas: process, technology and competencies. St

18、age 2: Organizations realized that marketing technology to support broken processes does not yield benefits. So now organizations are re-engineering processes with technology change in the hope of seeing sustained improvements in effectiveness and efficiency.Stage 1: Organizations implemented market

19、ing technology to address challenges or opportunities (like campaign management, analytics or marketing resource management technology) but often found they did not achieve desired goals. High Performing Marketing Talent Global versus Local Organization: Many organizations strive for local orientati

20、on but find local marketing organizations lack the ability to execute well and consistently. Attracting High Performing Talent: Organizations struggle talent in a more complex economic world with global abundance but local scarcity of talent. Sourcing “top talent with the right skills and behaviors.

21、 Bad hiring decisions lead to high follow on recruitment and training costs. Retaining Talent: High levels of turn-over in marketing come with high cost and make it critical to get employees up-to-speed quickly. Developing the Right Skills: New complexity in marketing and changing operating models r

22、equire a fundamental and rapid change in skills and experiences to successfully deliver world class marketing operations. Established learning approaches are not keeping pace. Developing and measuring consistent competencies in Marketing: Many marketing organizations are highly dispersed. In most ca

23、ses only to 1/3 of marketing employees report to the CMO. Many professionals are in product or field marketing reporting to other individuals. A talent powered organization is integral to capitalize on business growth opportunities. Challenges to managing marketing talent include:Do we have the righ

24、t people and the right sourcing mix? (Resourcing)80% of the variability in performance can change by focusing on these three key areas.Do they have the right skills and knowledge? (Learning)Are they properly aligned?(Performance Management)People Challenges for CMOsArmed with clarity on roles and a

25、definition of performance excellence, CMOs can hone in on critical needs with three questions:Talent CultureLeadership & strategyExtraordinary resultsDefine your talent needsDiscover your sources of talentDevelopyour talent potentialDeployyour talent right place, right timeMeasure and alignTalen

26、t Management CapabilitiesBuilding a talent powered organization requires creating and aligning four talent management capabilities.To create a high performing workforce, CMOs must answer key strategic questions:As I look to having a more blended workforce, what new roles and skills are required in m

27、y organization to ensure success? Does my workforce have the necessary skills and competencies to meet expectations placed on the Marketing organization of the future? What new processes and approaches to work must be implemented to support new Marketing capabilities?How do I ensure that marketers a

28、re using the abundance of data efficiently and effectively?CMO Key QuestionsWhat does my Marketing Operating Model need to look like to ensure Marketing is consistently executed globally? The Talent Management framework is utilized to define, diagnose and improve marketers performance to help CMOs e

29、xecute their business strategy. Talent CultureLeadership & strategyExtraordinary results1. Define 2. Discover 3. Develop4. DeployMeasure and alignIdentify and assess an organizations short and long term talent needs. Marketing Diagnostic Capabilities Competency Modeling1Select and Source the bes

30、t talent to propel the execution of an organizations chosen strategy. Identify and deploy talent from existing and new talent pools to increase flexibility. Recruiting, On-boarding and Succession Planning2Continuously develop and shape Marketers skills, knowledge and behaviors to the desired skills

31、and organization structure.Motivate target behaviors through incentive, commission, compensation and non-monetary reward systems. Marketing Academy and Coaching Marketing Centers of Excellence Rewards & Recognition3Track transformation and measure performance of the workforce to assess effective

32、ness of the talent programs. Marketing Performance Management 4Marketing Talent ManagementAlthough workforce performance follows a classic bell curve, focused talent management efforts help shift critical workforce segments to higher performance.Numbers of EmployeesPerformance and Productivity level

33、sHighAverageLowAverageUnacceptablePerformanceThe “Starsand becomes even more important during significant change.Average WorkforceHigh Performing WorkforceTalent Management remains the biggest untapped source for organizational transformation . .Tangible benefits are realized through integrated mark

34、eting & talent management programs Recent / Current Client Projects Include: Canon Consumer Imaging Marketing Academy (Performance) Microsoft European Marketing Learning Curriculum (Performance) Canon Business Solutions Marketing Academy (Performance, Attraction & Retention) Microsoft Centra

35、l Eastern European Marketing Accreditation (Performance, Attraction & Retention)Agenda Introduction to Marketing Talent Management Marketing Academy Design and Development Appendix: Supporting Documents Client ExperiencesMarketing Academy Description Marketing Academy provides the mechanism thro

36、ugh which to change the behaviors, and thus improve the performance of the marketing function. Implementing a Marketing Academy provides role-specific competency-based training curricula, targeted at delivering the key skills and competencies required. The offering integrates learning with performan

37、ce management, bringing alignment and leading to sustained performance improvement. Value Proposition Delivers required behavioral change to enable new processes, technology adoption, or performance improvement. Provides mechanism for improved attraction and retention of highly-skilled marketers. Ou

38、tcomes Align training with the needs / objectives of the organization Identify key training courses needed to help develop the skills required for each marketing role. Clear framework for development Integration of training with performance management (and therefore reward) Credentials Canon Key Cli

39、ents Canon, Microsoft Selling decks / proposals Canon, Microsoft, O2, Nokia Assets Marketing curriculum, marketing competency framework, marketing role descriptions Key Contacts Simon Brown, Stephanie LongridgeInnovation & creativityMarketing WayMarketing concepts and processesMarketing analysis

40、 tools & techniquesValue creation & realisationIntegrated marketingWorld class perspectiveConsistency1.Induction to Marketing2.Executional Marketing3.Managerial Marketing4.Leadership MarketingCommon FoundationMarketing Planning & ManagementLeading through MarketingCustomer insight &

41、segmentationProposition developmentFinance for marketersCRMBrand ManagementMedia & market planningCampaign managementChannel managementTool kits/templatesMarketing Competency Modeling Description Integrating the right competencies into the right marketing transformation program aids in strategic

42、 alignment and improved business performance. Competencies are the centre piece for a number of key human resource processes: learning, selection, compensation etc. Value Proposition Reduced recruiting costs Consistent performance management processes Consistent job roles Outcomes Align job roles wi

43、th performance objectives Transparent framework for performance measurement Link in to business objectives and learning Align with other HR processes, e.g. recruiting Credentials Canon Key Clients Canon, Microsoft Selling decks / proposals Nokia Assets Marketing competencies and proficiency levels K

44、ey Contacts Simon Brown, Maree CleghornDepartment GoalsRoles Competency Model.PlanAnalyzeTestDesignBuildDeploy1. Role Definition 2petency Management Academy Design and Development Gap Analysis .Data collection of current goalsData collection of current rolesAnalyze existing modelAnalyze existing rol

45、esIdentify future goals of the organisationIdentify key roles and develop descriptionsData collection of current competenciesEstablish strategic objectives and define useDevelop core and functional competenciesIdentify critical behavioursMap to competenciesDefine competencies and proficiency levelsC

46、reate competency dictionaryIdentify gap between current and suggested proficiency levelsEstablish strategic objectives and define useMap competencies to rolesValidate initial mapping with job incumbentsFinalise competency listMeasure effectiveness and resultsReview and update modelAssess existing em

47、ployee competency gapsImplement planning and trainingMarketing Talent Management Academy Design and Development (1 of 2)Refine competency and proficiency levelsFinalize competency modelSource Content / SupplierPerformance Appraisal KPIs.PlanAnalyzeTestDesignBuildDeploy4. Curriculum Design DetailData

48、 collection of current training suppliersData collection of current appraisal methods and processesAnalyze existing training suppliersAnalyze existing processes and toolsCourse objectives and content at a high levelData collection of current KPIsAnalyze existing KPIsDesign new KPIsDevelop KPI Scorec

49、ardProvide link between competency model and performanceCurriculum Design.Detailed content3. Curriculum Design Data collection of current trainingAnalyze training needs of employeesDevelop curriculum for each roleDesign high level role curriculumDesign detailed course contentReview mapping of course

50、s to competencies and proficiency levelsMap courses to competencies and proficiency levelsMarketing Talent Management Academy Design and Development (2 of 2)Academy Design and Development Department GoalsRoles Competency Model.PlanAnalyzeTestDesignBuildDeploy1. Role Definition 2petency Management Ac

51、ademy Design and Development Gap Analysis .Data collection of current goalsData collection of current rolesAnalyze existing modelAnalyze existing rolesIdentify future goals of the organisationIdentify key roles and develop descriptionsData collection of current competenciesEstablish strategic object

52、ives and define useDevelop core and functional competenciesIdentify critical behavioursMap to competenciesDefine competencies and proficiency levelsCreate competency dictionaryIdentify gap between current and suggested proficiency levelsEstablish strategic objectives and define useMap competencies t

53、o rolesValidate initial mapping with job incumbentsFinalise competency listMeasure effectiveness and resultsReview and update modelAssess existing employee competency gapsImplement planning and trainingMarketing Talent Management1. Role Definition Department GoalsRefine competency and proficiency le

54、velsFinalize competency modelObjectivesCollate an As Is view of the departments strategic direction and present goals.Data collection of current goalsPrimary InputsVision and mission of department and organisationPrimary DeliverablesView of strategic direction and goalsSecondary DeliverablesNoneKey

55、TermsVision: statement of organisations aspirations: a formal statement that expresses the aspirations and goals of a company or organisation.Mission: brief statement of the purpose of a company.Goal: something that an organisation wants to achieve.Participating RolesManagersEmployeesResponsible Rol

56、esHR Executive HR DirectorTraining RepresentativeAnalyze existing modelIdentify future goals of the organizationDefine Role Definition Department Goals PlanOverview - PlanReview the organisation and department vision and mission statements.Identify the goals of the organisation and department. If th

57、ese are not already available you should interview the department director to gain an understanding of their view of the current marketing department goals and how these fit in to the vision and mission statement of the organisation.If available, review the departments current KPIs to gain an unders

58、tanding of the departments performance measures.Client ExampleCanon: The marketing department wanted to help Canon in achieving its aim of becoming a world class organisation. There werent any specific department goals at the start of the project aside from becoming world class. Interviewing the mar

59、keting director to establish his views on the departments current goals took approximately 1 2 hours. NB all Canon examples included in this deck are from Canon Consumer Imaging.Sample DeliverableCanon As-Is Marketing GoalsTemplateNoneObjectivesObjectives Develop an understanding of the existing mod

60、el. Develop an understanding of the existing model. Identify the strengths and weaknesses of the existing model what is done well what could be organised better. Identify the strengths and weaknesses of the existing model what is done well what could be organised better.Data collection of current goalsPrimary InputsVision and mission of department and