Introducing Marketing Excellence

Unleashing brand-led business growth
Introducing
Marketing Excellence
H O W TO EQ U IP F O R G R O WT H
1

Unleashing purpose-led growth2
1 MBVermeer and marketing EXCELLENCE
2 WHAT WE DELIVER
3 OUR APPROACH
4 OUR EXPERIENCE
5 OUR IP’s – Capaibility AssessorTM and Result FactoryTM
Index
MBVEXCELLENCEWHATWEDELIVEROURAPPROACHOUREXPERIENCEOURIP’s

Unleashing purpose-led growth
Our promise
3
Unleashing purpose-led business growth

BRAND
RESEARCH BUSINESS
Vermeer:
Millward Brown’s marketing strategy consultancy
4
We provide solutions to STRATEGIC MARKETING
challenges, rooting our approach in consumer research,
stakeholder understanding and financial analysis
We DEVELOP and EMBED insight-led marketing
strategy, structure and capability
We TIE INSIGHTS TO DOLLARS, the only universally
accepted language of business
Our global team fuses PRACTITIONER AND
CONSULTING experience in marketing, management
consulting, research, investment banking and advertising
Our WHOLE-BRAIN THINKING brings an intrinsically
MULTI-LENS and PRACTICAL approach to all our work

Our global footprint
5
SYDNEY
CAPE TOWN
SINGAPORE
LONDON
NEW YORK
MEXICO CITY
SAO PAULO
SHANGHAI
AMSTERDAM
TOKYO

Our focus: the juncture of 3 critical business questions
6
WHAT
business are
we in?
WHY
do we exist?
HOW
do we build our
organization?

Journey to purpose-led growth
7
ORGANIZATIONSTRATEGY PURPOSE EXCELLENCE VALUATION
Where to play &
how to win?
What to stand
for?
How to organize for
delivery?
How to equip for
sustainable growth?
What is the
financial impact?
▪ Segmentation
▪ Category & Brand
Portfolio Strategy
▪ Brand Positioning
▪ Brand Architecture
▪ Operating Model &
Ways of Working
▪ Global Brand Team
Effectiveness
▪ Marketing Academy
Design
▪ Learning Experience
▪ Brand Valuation
▪ Return on
Investment

Excellence is about…
Equipping for business and personal growth
8
e-quip [ih-kwip] Show IPA
verb (used with object), e-quipped, e-quip-ping.
1. to furnish or provide with whatever is needed for use of for any
undertaking; fit out, as a ship or army: They spent several
thousand dollars to equip their boat.
2. to dress; array: He equipped himself in his finery.
3. to furnish with intellectual or emotional resources; prepare: Education
and travel have equipped her to deal with all sorts of people.
?

World’s transformational changes impact the way capability building
programs are designed, developed and deployed
World in Flux Requires More Focus
Capability programs supplant
overengineered training curriculum
Volatile world asking for more flexibility
Learning becomes more personalized and
experiential
Learn whenever, wherever
Fit to THEIR needs
Up to date ‘real time’ content
Interactivity
9

There is not one capability that creates winners
10
Companies that grow more relative to their peers score consistently
their marketing capabilities as higher across every metric
-1.5
-1.0
-0.5
0.0
0.5
1.0
1.5
Bigdataminingandanalytics
Consumer/customerengagement
DigitalandSocialMedia…
Bigcreativeideadevelopment
Consumerunderstanding&…
Brandpositioning
Brandstrategy
CustomerService
Newbusinessmodel…
OpenInnovation
Consumer/customertouch…
Newproductdevelopment
Brandportfoliostrategy
Pricingstrategy
Segmentation
Partneringandsupplier…
Shoppermarketing
Publicrelations/Crisis…
Productcommercialization
Non-digitaladvertising
Impact on growth tomorrowImpact on growth tomorrow
Currentcapability
Performance
Overperfomers
Underperfomers

Overperformers simply train More and Better
Up to 20% more training days per employees
Tailored with much stronger to business needs
More practical and infused with external inspiration
Critical success factors for good training
41%
36%
31%
29%
26%
25%
19% 20%
0%
10%
20%
30%
40%
50%
TAILORED AROUND THE
SPECIFIC NEEDS OF OUR
BUSINESS
SUFFICIENTLY
PRACTICAL
SUFFICIENT EXTERNAL
EXPERTISE AND
EXPERIENCE
TRAINERS REALLY
UNDERSTAND OUR
BUSINESS
46%
29%
0%
10%
20%
30%
40%
50%
60%
% who receive >3 days of training per year
Days of training on annual basis
Overperfomers
Underperfomers
11

Our beliefs about Excellence
12
In marketing, change is the new
constant. Winners have codified and
embedded 'Your Way of Marketing' to
ensure focus and agility and to hard wire
differentiation.
Building competencies with new
Millennial marketers requires:
• flexible, modular learning, on-demand
• multi-touchpoint, business oriented
learning experiences tailored to their
needs

People grow
Brands grow
Business grows
A common
language and
consistency
Focus on marketing capability development,
rather than solely training
An effective
Change of
behavior
The Excellence key success factors
Learning fit for
marketing in a
digital world
13

What we deliver
PR IN C IPLES & APPR O AC H
14

Ability of an individual to fulfill the
responsibilities of his job through his
technical skills, experience and
mindset/attitude
Team
Structure
Tools Processes
Strategy
Team
Structure
Tools Processes
Strategy
Based on capabilities that defines your way of marketing, focus on
equipping the team to change effectively behavior
Capability
15
Competencies and Tools
Ability of the organization to deliver
the strategy by aligning people, tools
and process

What we deliver
TRAINING DELIVERY
From Live action to Learning-Bite
YOUR
WAY OF
MARKETING
TOTALLEARNING
EXPERIENCE
PERSONALLEARNING
JOURNEY
CAPABILITIES
PRIORITIZATION
CAPABILITY
ASSESSOR TM
(Input)
EXCELLENCE
ROITM
(Output)

Examples of Delivery
17
WAY of MARKETING CAPABILITY FRAMEWORK TOTAL LEARNING EXPERIENCE
PRIORITISED capabilities with its related skills,
behavior, tools and template
1 2 3
BACKBONE LIVE ACTION COACHING
LEARNING
BITESTM
Institutionalization
of Way of Doing
Marketing
Deployment of
transformational
capabilities
Learning on
the job for
specific and
basic
capabilities
Learning at
the moment
of need with
flexible and
modular
elementary
ingredients

Our principles of excellence developement
Inspire your Marketing Community
Design and develop content that is yours, endorsed and deployed by
the top
Impact for effective change of behaviour
Focus on building key capabilities with multitouchpoint program that
synchronize with bio-rhythm and that is linked to the day to day
business
Sustain by remaining current
Create thought leadership by key capabilities that onboard
continuously, monitor and track progress and refresh programs
18

Our approach
19

Our approach
20
CO-CREATE2
How are we going to inspire our marketers
to follow Your Way – creating a common
language and approach towards
marketing?
16 weeks
Learning Experience & Training Content
Why are we doing this ?
What is our framework for marketing
excellence that is integrated into Your Way
of Marketing?
IGNITE1
Academy Strategy
8 weeks
How will we equip teams, ensure the ‘pull’
to personalize learning experience and
create a sustainable business impact?
EMBED3
Capability deployment
TBD

Phase 1: IGNITE
21
IGNITE
Academy Strategy
1 2 3
Conduct
audit
Define Your Way of Marketing Priorities Capability
Assess Gaps in current
capabilities & Internal pockets
of excellence
External inspiration from
benchmarking
ALTERNATIVE: Capability
AssessorTM
Define the core of your
marketing function
Codify the way you do
marketing
Design Your framework
Identify core capabilities to
drive the Your Way of
Marketing into the
organization
Priorities and define their
respective transformational,
specific and foundational role
ALTERNATIVE: Design full
competency framework by
proficiency levels
Scope
Align and engage around
Marketing Capability Program
Vision and design principles
Draft a 2 year roadmap that
delivers the transformation

How to identify and hardwire
Your Way of Marketing
22
What are the capability areas to deploy your
way of marketing? These are usually the key
capabilities that need to be built across the
organization.
DEFINE THE CORE OF YOUR MARKETING
FUNCTION
What must your marketing Organisation
be amazing at/ deliver to the overall
Organisation?
CODIFY THE WAY YOU DO MARKETING
What are the broad building blocks?
These are usually the 3-5 big things
marketing has to do to drive the core, put into
a Anchor you can own
DEFINING KEY CAPABILITY AREAS
Building Blocks
WHY CONSUMERS BUY
YOUR BRANDS?
COMPANY DNA
COMPETITIVE
UMFELD
COMPANY
MISSION,
VISION &
STRATEGY
CO-CREATE2
IGNITE1
EMBED3

Capability Assessor
to nurture Your Way of Marketing codification
23
DELIVERABLES KEY STEPS
1. Identify survey audience
2. Design questionnaire and
benchmarking from M2020
3. Assess 25-30 marketing
capabilities based on:
• Company performance
versus competition
• How important the
capability is in delivering the
company strategy
• Improving this capability
would help marketers to do
their job better
DELIVERABLESKEY STEPS
CO-CREATE2
IGNITE1
EMBED3

Phase 2: CO-CREATE
24
1 CO-CREATE
Learning Experience & Training Content
2 3
Finalize & DigitalizeDevelop ContentDesign Skeleton and Anchor
Design the Learning
Experience
Pilot and refine content
Integration of material with your
Interfaces
Create all supporting materials
ready for the multi-touchpoint
delivery (Learning Bites, Toolkit,
digital or physical Manuals)
ALTERNATIVE: Personal
Learning Journey Program
Understand Your Adult learning
Type to apply TIPS effectively
Create simple yet effective
content - tools, template,
exercises.
Create fit for purpose case
studies
Define the Anchor – an Easy-to-
understand and memorable
visual
Create training skeletons for
each touch point, defining
precisely the learning objectives
and methodology of sub-
competency and building blocks
Define target participants
segments and needs
Design the Marketing Capability
Program Curriculum
synchronizing with company bio-
rhythm
Select appropriate learning
methodologies and design the
multitouchpoint Learning
Experience
Scope stakeholder engagement
plan & KPIs to measure success
Head – “I know how to do it”
Right tools, knowledge and infrastructure delivered in an
effective way
(Adult Learning techniques & TIPS)
Heart – “I want to do it”
Inspiration and Passion – bring commitment, determination,
and call for action
Hands – “I can do it”
Exercise, practice and solve with interactive, live-action case
studies
PERSONAL
LEARNING
LIVE ACTION
LEARNING
Virtual Classroom
I-Learning bite
Business Simulations
Social Communities of
Practice
Live Action-Learning
Institutionalization of Way of
marketing

Designing Total Learning Experience
25
Create Multi-channel, multi-screen flexible learning program
PERSONAL
LEARNING
LIVE ACTION
LEARNING
Virtual Classroom
I-Learning bite
Business Simulations
Social Communities
of Practice
Live Action-Learning
Institutionalization of
Way of marketing
Methodology Selection per capability role Flexible Total Learning Experience1 2
CO-CREATE2
IGNITE1
EMBED3

ILLUSTRATIVE tools and templates
ILLUSTRATIVE manual
Head – “I know how to do it”
Right tools, knowledge and infrastructure delivered
in an effective way
(Adult Learning techniques & TIPS)
Heart – “I want to do it”
Inspiration and Passion – bring commitment,
determination, and call for action
Hands – “I can do it”
Exercise, practice and solve with interactive, live-
action case studies
Creating content of Total Learning Experience
Developed and Delivered by engaging the Head, Heart and Hands
26
CO-CREATE2
IGNITE1
EMBED3

Phase 3: EMBED
27
1 2 EMBED
Capability deployment
3
Equip teams Live and Last
Launch and roll out all elements of
the Marketing Capability program
ALTERNATIVE: ResultsFactory on
mission critical projects to create
quick wins and best practices
Build Centre of Excellence by
capabilities
Evaluate and identify reiterations and
improvements
ALTERNATIVES: Excellence ROITM
Ongoing management and new
comers onboarding
Company Engagement
ALTERNATIVE: Train the
trainers (incl all facilitation
material and Certification)
Leadership Session
Deploy 360 Engagement plan
amongst all different stakeholders
SPONSORS
AMBASSADORS
BUILDERS
SUPPORTERS

An illustrative example of equipping marketers
following the 6 steps of the embedding journey
28
CO-CREATE2
IGNITE1
EMBED3
# of qualitative Iterations
Awareness
Acceptance
Adoption
Commitmenttowardsthechangeofmindset
andbehavior
6. Tracking and Monitoring
of personal action plan
1. Capability Program or Training announcement with either video, live webex of CEO, CMO etc…
2. Learning Bites to demystify basic concept
3. Pre-session Assignment with either webex or another digital platform
4. F2F Live action Program
5. Post-session Coaching to support on the job
application of the content, incl reinforcement of
key topics via Learning Bites

Blended program with different roles to effectively embed
your way of marketing and the prioritized capabilities
29
CO-CREATE2
IGNITE1
EMBED3
BASIC APPRECIATION
of the capability
AMBASSADORS
BUILDERS
SUPPORTERS
# 20-
100
# 10
# 50-
2000
# all
1 day leadership session for understanding key
tools and template, how to apply them and how
to embed the new skills, behavior and mindset in
the organization
WORKING KNOWLEDGE
of the capability
GUIDING EXPERT
of the capability
OWNER
of the capability
Active Participation in training sessions
Webex to align on Live action assignment
to be worked on during training
Pre Session Learning Bites
as basic competency
demystification prior to F2F
training, incl. digital
interaction for assignment
and pre-work briefing
2 days face to face live
action training to
understand the theory,
digest through case study
and apply by working on
own business challenge
3 days train the trainer session to deep dive in
content and get equipped with facilitation skills
SPONSORS
• 3x 2hour face to face to onboard and get sign off
on key tools and template that will shape the way
of marketing, the embedding principles and the
budget
Video / webex intervention to seed adoption
towards the entire marketing population
Post –Session
coaching session to
deliver content,
refreshment of basics
with learning bites,
tracking and monitoring
of progress
Learning Bites as basic competency demystification
Project support with own specialty

Efficient and effective (personal) learning Journey
A relentless focus on changing and improving behavior, empowering
individual with interactive solutions
A unique Embedding expertise
Using simple and actionable tools, brought to life with company
specific examples and cases for sustained impact
A state of the art Marketing Academy Learning Experience, unifying
your marketing community
Focusing on prioritizing foundational, transformational and specialized
capabilities
Your way of marketing. Globally effective!
True to your DNA, based on your strategic requirements and
worldwide benchmark and foresight from the MBV Assessor™ tool
“YOURS” leveraged with World-Class
cross industry expertise
Delivered in interactive ways to
change and improve behavior
Based on unrivaled WHAT & HOW
experience for Global marketing
organization
Delivered by an action oriented
practitioners team
Our Promise and Commitment in
EQUIPPING FOR GROWTH
30

Our experience
C ASE ST U D IES
31

Client Overview
32
EXCELLENCEACADEMYASSESSOR

Some examples of our experience in the CPG & retail
industry
Helped the FrieslandCampina Marketing Academy program to act as an unavoidable
learning environment to ensure ONE best in class consumer marketing approach in the
company, including training development and roll out of different competencies.
Defined a vision for marketing excellence, anchored by a marketing framework that
outlined a unique way of doing marketing. Included training development and roll out of
foundational and specialized competencies.
Codified the Campbell Way of Marketing and related capabilities and deployed their new
communication process in order to shift marketers’ mindset from “tell a story” to “engage with
the consumer”
Insights
Strategy
1.CompanyStrategy
4. Sales
Strategy
2.MarketStrategy
3. Brand
Strategy
5. Inno-
vation
Strategy
Planning
7. Sales
Planning
6. Brand
Planning
8. Inno-
vation
Manage-
ment
9.IntegrateMarketing&SalesPlans
10.Forecasting
11.A&P&
Profitability
Execution
17. Launch
Plans
18. KPI &
Brand Health
Activation
12. Concept
Development
13. Brand
Communication
14. Media
Strategy &
Planning
15. Consumer
Promotion
16. Shopper
Activation
Insights
Strategy
1.CompanyStrategy
4. Sales
Strategy
2.MarketStrategy
3. Brand
Strategy
5. Inno-
vation
Strategy
Strategy
1.CompanyStrategy
4. Sales
Strategy
2.MarketStrategy
3. Brand
Strategy
5. Inno-
vation
Strategy
Strategy
1.CompanyStrategy
4. Sales
Strategy
2.MarketStrategy
3. Brand
Strategy
5. Inno-
vation
Strategy
Planning
7. Sales
Planning
6. Brand
Planning
8. Inno-
vation
Manage-
ment
10.Forecasting
11.A&P&
Profitability
Planning
7. Sales
Planning
6. Brand
Planning
8. Inno-
vation
Manage-
ment
10.Forecasting
11.A&P&
Profitability
Execution
17. Launch
Plans
18. KPI &
Brand Health
Execution
17. Launch
Plans
18. KPI &
Brand Health
Activation
12. Concept
Development
13. Brand
Communication
14. Media
Strategy &
Planning
15. Consumer
Promotion
16. Shopper
Activation
Activation
12. Concept
Development
13. Brand
Communication
14. Media
Strategy &
Planning
15. Consumer
Promotion
16. Shopper
Activation
Activation
12. Concept
Development
13. Brand
Communication
14. Media
Strategy &
Planning
15. Consumer
Promotion
16. Shopper
Activation
Defined the role of marketing at Metro and developed a global marketing capabilities
program to deliver sustained impact on business and brand performance.

Some examples of our experience in the CPG industry
Revamped their capability building program and learning curriculum. Developed and ran
an integrated marketing communication capability building program including integrated
toolset, aligned with their leading media and communication agencies.
Aligned all Heineken marketers globally behind one way of positioning and pricing
brands. Rolled out a master class program for leaders in order to deploy capabilities
on hero projects, embedding the new tools, process and culture of building brands.
Simplified the Unilever marketing academy by distilling and embedding a single, simple,
yet brilliant, backbone of marketing practice.

Some examples of our experience in the pharma and
cosmetics industry
Codified their Way of Marketing and designed the learning curriculum. Built brand
building capability to move from a product- to consumer- and brand-led marketing
organization.
Built Avon marketers skills and changed their behavior in developing consumer insights and
building these into product concepts for innovation.
Supported growth acceleration through tapping into insights – understanding where
insights come from and learning how to convert an insight into an action.
Ran Capability AssessorTM to define the Way of Marketing and prioritize their winning
capability. Developed and deployed a capability program for brand portfolio strategy.

Some examples of our experience outside Consumer Goods
Equipped UPC marketers to win in new markets and
competitive realities by building a customer centric
marketing community focused on delivering strong
integrated customer experiences.
Empowered marketers from Daimler Financial Services by
connecting them, building the marketing way of thinking and
defining the key winning capabilities.
Boosted the business impact of the marketing function in a
highly decentralized organization by developing and deploying
a new way to think and approach marketing in B2B.
Delivered a program to permanently embed the
segmentation model in the organization with immediate
impact to business, capability and ways of working, and
translated an e-learning module on segmentation into an on-
boarding workshop for newcomers.
Based on a thorough online Capability AssessorTM,
developed a Marketing Academy that unified the
marketing community and drove marketing
excellence, resulting in value growth for Goodyear.
Defined the role of marketing at Metro and developed a
global marketing capabilities program to deliver
sustained impact on business and brand performance.
36

On the Road to Marketing Excellence
Objective:
• Develop Goodyear Way of Marketing and Academy that unifies the
Community and drives Excellence resulting in value growth for
Goodyear
Background
• Goodyear, one of the world’s leading tire companies, aims to deliver
the highest quality tires and services to clients and consumers world
wide. Goodyear was in a transformation phase, moving from a sales
centric fire fighter culture to a more process and marketing led
company. The marketing academy was foreseen as an enabler for
this transformation, utilizing available talent, key milestones to
develop and embed the program in an engaging and impactful way.
Approach:
• Assessed capability of the entire marketing community through
qualitative External Benchmarking and a quantitative Internal gap
assessment
• Built Conclusions and Recommendations using the ENO Architect
tool to create the Marketing Capability
• Developed a fact based Way of Marketing and Marketing
Academy Curriculum and Embedding plan.
Impact:
• 95% of marketing community participated in the assessment
• Gained strong senior management engagement
• Commissioned to develop Leadership Session, Foundation
training and one another winning capability training for 2012;
another module scheduled for the end of 2014
Examples shown with permission of client

Building market assessment capabilities in Goodyear
Objective:
• Simplify internal S&OP process and train capabilities in Market
Assessment. Improve forecast accuracy in Goodyear
Background
• Goodyear, one of the world’s leading tire companies, aims to
deliver the highest quality tires and services to clients and
consumers world wide. Initial capability assessment revealed
training need in Market Assessment, entailing the S&OP process
and forecasting. The forecasting capability is critical in tire industry
since the tires storage requires a lot of space.
Approach:
• Develop training set up proposal for core team
• Simplify process
• Co-create content, using internal and external best practice
examples
• Pilot training for core team
• Deliver training with highly experienced facilitators
Impact:
• Simplified and improved S&OP process
• Improved forecasting accuracy
• Engaged and committed marketers
• Newcomers informed and connected with network

Create ONE way of marketing and ONE common marketing language
Objective:
• Get the Friesland Campina Marketing Academy Program to act as
an unavoidable learning environment to ensure ONE best in class
consumer marketing approach in the company
Background:
• After the merger of 2 businesses, FrieslandCampina became the
biggest dairy cooperative. However, the merged company did not
have one common marketing language and way of marketing, and
did not share business tools and processes
Approach:
• Designed an Integrated Marketing Business Process as an
overall framework to anchor learning modules across 6 core
capabilities
• Program 100% designed in a Live action learning format using
real business issues across multiple brands
• Incorporated a train the Leader session before roll-out, where
mkt. leaders were trained to drive commitment and equip them to
lead embedding efforts
Impact:
• 450 marketers trained across 16 countries in Europe, Asia, Africa
• Conducted workshops by business or brand team; some modules
included extended team (trade marketing, sales, R&D, etc.)
• Full program spanned 1.5 yrs., aligned to brand planning process
• Processes and R&R were aligned to new way of marketing
• Individual and business KPI’s were defined to measure results
• Online toolkit available in SharePoint for newcomers on-boarding

Building a COMMON consumer-centric approach for doing marketing
Objective:
• Build Brand Building Capability in a sustainable manner to accelerate top-line
growth and achieve industry-leading business results driven by brands that
delight our consumers and customers better than competition
Background:
• In 2010, armed with a new, aggressive 5 yr. strategy plan for its OTC
businesses, and an employee survey results indicating that the diverse pool
of marketers coming from different background needed training and common
tools to do more effective marketing, the time was ripe for Novartis to start
building marketing capability
Approach:
• Designed a Brand Building Framework to articulate a more consumer-centric
way of doing marketing, underpinned by Insights
• Assessed the capability of the entire marketing community, including key
processes and templates
• Conducted train the trainer sessions prior to roll-out to ensure internal
leaders could keep the program sustainable over-time
• Highly interactive classroom sessions with a blend of theory, illustrations and
practice – selected modules in Live Action format
Impact:
• Established a common language and framework for how to do marketing at
Novartis including fully aligned tools, templates and processes
• 4-day workshop sessions for full extended, global mkt. community
• > 130 marketers trained across America, Europe and Asia
• Defined personal and business KPI’s to measure results
• Online toolkit available in SharePoint for newcomers on-boarding
• Supporting facilitation in Spanish on selected topics for LATAM attendeesExamples shown with permission of client

Building marketing capabilities to become the
leading provider for financial and mobility services
41
Background
• Empowerment of marketers from Daimler Financial Services by
connecting them, building the marketing way of thinking and their
capabilities
Work performed
• Designed Foundational Marketing Training Program in line with
future growth ambitions
• Conducted stakeholder interviews, a marketing capability
assessment and benchmarked the organization against best in
class marketing principles which were used as key inputs for the
program
• Developed 3-day training program that was attended by 25 AAP
marketers from 10 countries, covering fundamental marketing
topics and a digital program for Daimler Finance’s marketers
Results
• Established common language and framework for how to do
marketing in Daimler Financial Services AAP
• Provided the marketers sparring on their 2014 marketing plans
• Further roll-out of the training for marketers in China
A 3 step approach to identify key capabilities, develop a fit for purpose
training program and deliver the program for the APAC marketing leaders
Training program elements

Approach:
• Rolled out “Marketing College 1” training to Asia / Middle East
BMs and ABMs and “Marketing College 2”, targeting the
marketing manager level.
• Embedded strategic thinking throughout the program.
• Developed practical sessions in line with “Fonterra Way of
Marketing”.
Results:
• Raised the level of marketing excellence across the organization.
• Received high (4.2-4.6 out of 5.0) scores on “I can use what I
learned to make a positive difference in my work”.
OBJECTIVE: Train Fonterra marketers to become core-area experts and to
establish a common marketing approach and language.
HIGHLIGHT: “Recommending that other managers attend this training” received
the highest scores of 4.6 out of 5.0.
Brand
Understanding
Effective 360
Activation
Channel
Marketing
Breakthrough
Innovation
product +
Insights for
Growth
Be an
Entrepreneur
Strategic Thinking
Measuring Effectiveness
Adopting a Common Marketing Approach and
Language for Fonterra
42

Building World-class Marketing capability across the organization
Objective:
• Create world-class marketing capability and community at Campbell, to
delight consumers, generate profitable near-term demand and build long-
term equity in Campbell’s icon brands, underpinned by insights and
innovation
Background:
• With a hitherto decentralized and fragmented structure, Campbell’s saw the
need to establish a better sense of community and connection within
marketing globally and a common brand building framework. Team had been
tackling the same marketing tasks using different tools and terminology –
limiting the ability to share learning
Approach:
• Developed the BrandIMPACT global Marketing Academy anchored on
Campbell’s way of doing marketing and a 3-year learning agenda
• Identified and assessed core marketing capabilities and must-have skills
• Program designed with a mix of foundational in-classroom modules,
along with Live-action trainings in sync with business and planning cycles
• Relentless focus on embedding:
• BrandIMPACT - related metrics linked to business and performance
KPIs
• Tools and frameworks in core CSC processes
• Global Leadership trained to lead embedding efforts
Impact:
• >300 marketers trained globally, plus selected agencies and functions
• A dozen workshops deployed across core regions: North America, Europe,
Australasia and Asia
• Live-action workshops conducted on selected brands to crystalize the
brands’ thinking targeting, positioning, architecture and connections
• State of the art BrandIMPACT training materials with online collateralExamples shown with permission of client

Embedding consumer-centric marketing in leaders
BACKGROUND
• With over 140years history as the locally and globally largest cosmetic
producer, Shiseido’s ambition was to strengthen and stabilize their
leadership. Shiseido’s growth had been historically founded on superior
products and execution of beauty but with the changing times and fiercer
competition, there emerged a need to rejuvenate their way of marketing
to build stronger brands that are consumer-centric and purposeful.
• The “Shiseido Marketing Academy” was developed to embed a new way
of consumer oriented Shiseido marketing, and to implement the process
for its way of working.
WORK PERFORMED
• Designed, developed, and deployed a 4 day intensive training course for
120 senior leaders split into 6 groups as of today, with further expansion
to junior marketers and counter-partners, ambitioning to reach a total of
300 participants by the end of 2015.
• Remodeled and reproduced frameworks to provide a simple and
memorable ‘world-class’ toolkit, enabling participants to apply learnings
in their daily tasks immediately after training.
• Facilitated engaging and practical group discussions for stronger
embedding of content based on adult-learning principles.
• Provided insights and advice for prompt fine-tuning and stronger embedding
by collecting and analyzing daily participant surveys.
RESULTS
• Deep understanding of the importance and excitement towards the new
Shiseido way of consumer-centric marketing amongst participants.
• Successfully engaged participants to the new process, language, and
process, as well as to members of other divisions/functions - all building
a sense of “one team”.
• High evaluation from participants, with a record top score of 4.8/5.
Equipped Shiseido’s leaders with knowledge and frameworks, to
practice and share one process, one language, one team.
Designed and developed the Shiseido Marketing Academy – an engaging
4 day intensive training course to embed a new way of consumer-centric
marketing.

45

Background: build transformational capability of
winning with consumer centric brand
• More brand and consumer
centric:
1. FROM IMMERSION TO INSIGHT
2. FROM INSIGHT TO CONCEPT
3. FROM CONCEPT TO EXPERIENCE
• A coherent and integrated
approach to build
capabilities
• Tightening their way of
building brand
38

Principles of the UPC BRAND FACTORY
TRANSLATION OF UPC’S STRENGTHS 3 LENSES
• Built around a theme: “Simplifying
experiences”, judged through 3
lenses
• Live 24h action: 3 live projects
• Merging internal and external best
practices and inspiration
• Sustain the momentum, also outside
the Brand Factory
UPC BRAND FACTORY LENSES
39

ConvergenceFibre-to the-home
Non-customer acquisition
Simplify
Customer-
Centric
Enhancing
Experience
3
lenses
Which we applied on 3 Live Action Projects
40

The UPC Brand Factory
From
Immersion
to Insight
41

Venue UPC Brand Factory

Getting to know one another

IMPLICATIONS
TAILORED THEORY TAILORED CASES LIVE ACTION
PRE-WORK
Sessions design principles and implications
PRINCIPLES
INSPIRECONNECT COMMITACT
LEARNING KIT
44

Day 1 Day 2
InspireConnect CommitAct
Understanding
Observations
Creating Focus
Dinner & Kings of Leon
concert
Live Customer Interviews
Crafting Insights
Interpretation
Dragon’s Den
presentations
Best-in-Class Case Study
UPC Ireland
A typical 24 hour session
46

These were presented throughout the 24 hours
30 sec pitch
OK! AHA! OHO!

To help develop insights we also interviewed
actual customers in our…

The Customer Cafe

For each of the projects, insights were developed
and presented to the Dragon’s Den
Baptiest Coopmans
CEO UPC Nederland
Frank van den Driest
Co-Founder EffectiveBrands
Edward Stolze
Owner Being There
50

Pitches to the Dragon’s Den

… Kings of Leon Concert Night
It was a great opportunity to observe all the (potential) consumers!

The Game changer: Embedding the Brand Factory
Reality: Training is inspiring, but afterwards
everyone goes back to their old ways
• Key: Help people to apply the BF theory
in their day to day work
Brand Factory coaching sessions:
• In between Brand Factories
• 20 minute sessions
• Help on Live Action project from BF
• Help on applying BF theory to Day to
Day work
Result:
• BF Way of Working has become daily
practice
• Speed of Skill development significantly
higher
• People are enjoying their work more
• Rating above 4 on a scale of 1-5
“It’s gotten people
really excited about
their daily job”
“We have never had
such a high quality
training before”
“I now realize
customers have
all the answers”
4,3
Ø BF 1-2-3
53

Capability Assessor™
ST EP BY ST EP APPR O AC H
62

Why building marketing capability matters – learnings from
Marketing2020
63
Winning organizations consistently perform
better in every capability
Winning organizations consistently align people,
processes and tools
Winning organizations prioritize capabilities
that contribute toward total experience
Winning organizations tailor trainings to the
new needs of Millennial marketers

Why do the Capability Assessor™?
The Capability Assessor™ provides input to
Define Your Way of Marketing
Understand your capability level
Define the need to revise your operating model
Define training needs for your organization
56

Capability Assessor™ benchmarks against our database of leading global
brands
………… brandsbrandsbrandsbrands
65

The results provide a starting point for enhancing
organization effectiveness
Identify main issues in
capability performance
Versus benchmark
Versus strategy
Define drivers to improve
capability
Prioritize capability Root Cause Improvement Roadmap
Convincing Marketing Plan Content GY DU SAVA
Clear overall marketing objective
Current and desired customer
behaviors and attitudes and insight
Touch points Description ofvehicles beingused
Role: How a touchpointis beingleveraged (on its own & vs.other touchpoints)
Rationale: Effectiveness of touchpoint, ROI, etc.
Metrics: Key performanceindicators to evaluatesuccess oftouchpoint
Budget: Media spend on touchpoint, key considerationintouchpointprioritization
Synergy, time plan,links,costs,responsibility
Linkage with Regional Plan
360integration
Brand activity planning
Agency brief • Projectdescription
• Objectives
• Target audience
• Benefit, RTB, brand personality
• Current anddesired customer behaviors and attitudes and insight
• Key considerations(context:points intime, places ofinfluence,persuaders)mandatory
inclusions(keyvisuals,slogans,legalinclusions),budget andtime
• Approvals (RACI)
• Attachments (brandpositioning..)/summary of relevantresearch
• Budget
Convincing Marketing Plan Content GY DU SAVA
Current and desired customer
behaviors and attitudes and insight
Touch points Description ofvehicles beingused
Role: How a touchpointis beingleveraged (on its own & vs.other touchpoints)
Rationale: Effectiveness of touchpoint, ROI, etc.
Metrics: Key performanceindicators to evaluatesuccess oftouchpoint
Budget: Media spend on touchpoint, key considerationintouchpointprioritization
360integration
• Objectives
• Target audience
• Benefit, RTB, brand personality
• Current anddesired customer behaviors and attitudes and insight
• Attachments (brandpositioning..)/summary of relevantresearch
• Budget
Competitive Brand Strategy Content GY DU SAVA
Category strategy • Clarity:The roles andbenefits of each brand within the portfolio is
clear
• Synergy :Positive synergies outweigh negative synergies caused by
brand linkages
• Leverage: strategy allowsfor extensions and changesover time
Portfolio management • Does ithelp to buildthebrandtowards the vision?
• Is itbasedon audience’sreality?
• Does itprovidefuture growth opportunities?
• Does itensure clearsegment and differentiateofferings inthe
brandportfolio?
• Does ithelp to differentiatethe brand from the competitors?
• Is iteasyto manageinternally?
Brand positioning • Clearlydefinedstrategic target audience
• Insight
• Functional andemotional benefit
• Reasonto believe
• Personality
• BrandRole
• Essence
Strong emotional as well as rationalreasonsto buyyour brand
Focused — avoidbeingeverything to everyone
Clearlydifferentiated(inthe strategic target’s mind)
Enduring— itrarelychanges butdoes get reviewed and updated
Brand equity
clear
• Synergy :Positive synergies outweigh negative synergies caused by
brand linkages
• Leverage: strategy allowsfor extensions and changesover time
Portfolio management • Does ithelp to buildthebrandtowards the vision?
• Is itbasedon audience’sreality?
• Does itensure clearsegment and differentiateofferings inthe
brandportfolio?
• Does ithelp to differentiatethe brand from the competitors?
• Is iteasyto manageinternally?
Brand positioning • Clearlydefinedstrategic target audience
• Insight
• Personality
• BrandRole
• Essence
Strong emotional as well as rationalreasonsto buyyour brand
Clearlydifferentiated(inthe strategic target’s mind)
Enduring— itrarelychanges butdoes get reviewed and updated
Brand equity
66

4-step Capability Assessor™ approach
Bringing together qualitative and quantitative assessments to provide
a holistic view on where your organization or department stands today
Capability Assessor™
VISION
1 2 3 4 RECOMMENDATION
Collect (strategic) input to
identify core capability areas
Self-assessment of
importance & performance,
benchmarked with our
database
Review of skills and tools &
templates used against best
in class
Recommend roadmap to
develop most critical
capabilities and
competencies
Strategic priority
Capability
prioritization
Tool review Roadmap
QUANTITATIVE
BENCHMARKING
QUALITATIVE
BENCHMARKING
59

Vision
Collect input to identify core capability areas
• Conduct stakeholder interviews and desk
research in order to translate business
strategy to potential capability areas
• One day visioning workshop with core
team to identify future direction and a
hypothesis of Your Way of Marketing
• Prepare Quant & Qual benchmark
1
Example Deliverable:
Capability Framework
Example Tool to define
key capability areas
Example Capability
areas from M2020
60

Way of doing marketing
Quantitative Benchmarking
The survey has 6 building blocks
Overall organization
assessment
Respondent profiling
Capabilities Performance
& Prioritization
vs. competition and strategy
Company Culture
Improvement opportunities
(tools, process, structure,
people)
2
1. 2. 3.
4. 5. 6.
69

Quantitative Benchmarking
Key deliverables
Overall organization assessment on key areas
(strategy, organization, process, people, tools)
Capability performance & importance
relative to benchmark
Culture assessment based on
Management Drives methodology
Capability performance & importance
based on internal assessment
2
70

Qualitative Benchmarking
Tool & skills review
• Qualitative judgment of marketing tools
and templates (e.g. briefing documents,
marketing plans, execution etc.) vs. best
in class
• Review on both structure of tools &
content of tools (to better understand
average skill level in organization)
3
ConvincingMarketingPlan Content GY DU SAVA
Currentand desired customer
behaviors and attitudesand insight
Touch points Descriptionofvehicles beingused
Role: How atouchpointis beingleveraged (on its own & vs.other touchpoints)
Rationale: Effectiveness of touchpoint,ROI,etc.
Metrics: Key performanceindicators toevaluatesuccess oftouchpoint
Budget: Media spend on touchpoint,key considerationintouchpointprioritization
360integration
• Objectives
• Target audience
• Benefit, RTB, brandpersonality
• Current anddesiredcustomer behaviors andattitudes and insight
• Attachments (brandpositioning..)/summary of relevant research
• Budget
ConvincingMarketingPlan Content GY DU SAVA
Currentand desired customer
behaviors and attitudesand insight
Touch points Descriptionofvehicles beingused
Role: How atouchpointis beingleveraged (on its own & vs.other touchpoints)
Rationale: Effectiveness of touchpoint,ROI,etc.
Metrics: Key performanceindicators toevaluatesuccess oftouchpoint
Budget: Media spend on touchpoint,key considerationintouchpointprioritization
360integration
• Objectives
• Target audience
• Benefit, RTB, brandpersonality
• Current anddesiredcustomer behaviors andattitudes and insight
• Attachments (brandpositioning..)/summary of relevant research
• Budget
clear
• Synergy :Positive synergies outweigh negativesynergies caused by
brand linkages
• Leverage: strategy allows for extensions andchanges over time
Portfolio management • Does ithelp to buildthe brandtowards the vision?
• Is itbasedon audience’s reality?
• Does itensure clear segment anddifferentiate offerings inthe
brandportfolio?
• Does ithelp to differentiatethe brandfrom the competitors?
• Is iteasyto manage internally?
Brand positioning • Clearlydefinedstrategictarget audience
• Insight
• Personality
• BrandRole
• Essence
Strong emotional as well as rationalreasonstobuyyour brand
Clearlydifferentiated(inthe strategictarget’s mind)
Enduring— itrarelychanges but does get reviewed and updated
Brand equity
clear
• Synergy :Positive synergies outweigh negativesynergies caused by
brand linkages
• Leverage: strategy allows for extensions andchanges over time
Portfolio management • Does ithelp to buildthe brandtowards the vision?
• Is itbasedon audience’s reality?
• Does itensure clear segment anddifferentiate offerings inthe
brandportfolio?
• Does ithelp to differentiatethe brandfrom the competitors?
• Is iteasyto manage internally?
Brand positioning • Clearlydefinedstrategictarget audience
• Insight
• Personality
• BrandRole
• Essence
Strong emotional as well as rationalreasonstobuyyour brand
Clearlydifferentiated(inthe strategictarget’s mind)
Enduring— itrarelychanges but does get reviewed and updated
Brand equity
Example Deliverable: Document Review
63

Recommendation
Roadmap
• Gathering all the inputs from phases 1-3,
a comprehensive recommendation is
given on which capabilities the
organization should focus on
• Defined Your Way of Marketing
• Developing an implementation roadmap
4
Recommendation on improvements for each area of the
Organization Architect
Definition of Your Way of Marketing
64

Self-assessment of importance & performance
Collect (strategic) input
to identify core capability
areas
Review of skills and tools
& templates used against
best in class
Recommend roadmap to
develop most critical
capabilities and
competencies
Capability Assessor™ Approach: Phasing, timings and key activities
Wk 1 Wk 2 Wk 3 Wk 4 Wk 5
O V E R A L L P R O J E C T
Wk 6 Wk 7
Quantitative Benchmarking*
Qualitative Benchmarking
Vision
Wk 8
Recommendation
* Timelines apply for English survey and results. Translation services can add 2 – 3 weeks to the Quantitative benchmarking
Wk 9 Wk 10 Wk 11 Wk 12 Wk 13 Wk 14
Final
Deliverable
Presentation
73

The Capability Assessor ™ as used for Fonterra
THE CHALLENGE
• Fonterra’s ambition: build a globally relevant Co-op
which makes the difference in the lives of 2 billion people
by 2025
• No consistency in marketing training: there are more
than one training program. There was a need for
foundation and common ground
• Become an organization of learning, with marketing in
the driving seat as the catalyst for change
WORK PERFORMED
• Used the Capability Assessor™ to rank capabilities on
importance and performance, uncovering which areas
require capability building
• Defining the Fonterra Way of Marketing that enables
capability building and marketing focus to go that extra
mile in one area creating competitive advantage
• Using the Way of Marketing in order to define the new
Global Marketing training Curriculum and an e-learning
program
RESULT
• A defined Way of Marketing, as the foundation for
marketing moving forward, translated to a universal
training program
3 WoM building blocks 5 WoM focus capabilities
Determined the most important capabilities and on which capabilities
performance was best
Our E-learning created one universal training program for the Fonterra
marketers, to provide them with a Fonterra relevant Way of Marketing
74
74

Brand Factory™
75

Results Factory™: work on the ‘how’ whilst delivering the ‘what’
Results FactoryTM
• Choose mission critical
projects
• Deliverables are practical
and tangible
• Requires full cross-
functional and global-
regional - local
collaboration
• Covering capabilities with
high frequency of
execution
• Building your next level of
practice
MISSION CRITICAL
PROJECTS
One project per priority
process
Develop work sessions
that focus on embedding
the RASCI and tools for
each
COLLABORATION &
PARTNERSHIP
Bring teams together with
cross-functional business
partners
Agree common objectives
and use RASCI to work
through the challenges
Leadership lead and
coach
REAL TIME & LIVE
ACTION
Use live action
methodology to deliver
practical outcomes
Use tools and process in
real time
Build experience of the
new ways of working
BEHAVIOR AND
CULTURE CHANGE
Behaviors identified and
lived
Culture change initiated
and experienced first
hand
Ambassadors for change
created
76

Thank You
Contact Us
If you are interested in talking to us about marketing strategy, structure and capability
development please email us at info@mbvermeer.com or visit our website
www.mbvermeer.com for the contact details of our offices around the world.
Confidentiality
Millward Brown Vermeer understands that our clients trust us with confidential and
sensitive information on various aspects of their business. We respect that trust by
protecting the confidentiality of information shared with us, and will not share any
sensitive client information outside of our specific engagement. Similarly, we view all
our approaches, insights and research as proprietary. We look to our clients to
protect the interests of Millward Brown Vermeer in our proposals, presentations,
methodologies and analytical techniques. Under no circumstance should this
material be shared with any third party without the written consent of Millward Brown
Vermeer.
Copyright © Millward Brown Vermeer 2014

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