Coffee & Dunn Inc Capabilities Overview

Capability Overview

January 2013

CONTENT CONTAINED HEREIN IS PROPERTY OF COFFEE & DUNN, INC

About Coffee & Dunn

Coffee & Dunn is about achieving marketing success

through improved marketing operations.

Our passion is to improve the quality and effectiveness

of marketing, applying leading technologies to increase

speed or scale, realigning processes and people to create

competitive agility, and applying thoughtful strategies to

measure performance.

Our unique approach bridges the critical gap between

agencies (creative focus) and traditional consultancies

(supply chain or analytics focus) by connecting customers to

marketing capabilities, blending contemporary marketing

insight and proven management thinking.

Our solutions are thoughtful and practical, initiating

positive results immediately.

Coffee & Dunn | Capability Overview | January 2013 2

“Give me six hours to chop down a tree and I

will spend the first four sharpening the axe”

Abraham Lincoln

Why We Exist

3 Coffee & Dunn | Capability Overview | January 2013

“Marketing without planning and discipline is like golf for the weekend

warrior - moments of greatness surrounded by hours of agony”

- Coffee & Dunn (W. Dunn)

Marketing faces many operational challenges…


How can we better align with

Sales and communicate our

marketing objectives and

strategies?

How can we be more agile when

our organization hasn’t evolved

with new competitive realities or

technology advances, and

agencies control our content?

How can we ensure roles and

responsibilities are clear

throughout the marketing

organization?

We’ve invested in

technology, but are not

getting the value the

software vendor promised.

We are executing

campaigns, but only

through brute force,

long hours, and

individual heroics.

Can we change this?

We are not all ‘speaking the same

language’, so it is almost impossible

to collaborate or measure anything.

…with substantial impact to performance.

Coffee & Dunn | Capability Overview | January 2013

Challenge Symptom Market Impact

Speed to

Market

• Missed in-market dates

• Vendor RUSH orders

• “Last minute” media buying

• Competitive weakness

• Inability to respond to market opportunities

or events

• Inflexible programming, slow refresh

Brand

Consistency

• Inconsistent look and feel

• Redundancy or duplication of effort

• Poor reuse/cross-use of assets

• Message confusion

• Low brand recognition

Regulatory

Compliance

• Bottlenecking for key compliance personnel

• Overabundance of technology

• Limited published or enforceable protocols

• Increasing governmental penalties

• Legal/regulatory approval risk

• Delayed in-market timing

Spend/Cost • Out of budget by 3Q

• Excessive use of agencies

• Increasing headcount is only way to scale

• Poor ROI

• Missed campaign opportunities

• Incomplete or poor quality output

(“cutting corners”)

Visibility • Missed deadlines (‘dropped balls’)

• Redundancy/ misaligned programs

• Project ownership unclear

• No complete picture of all marketing

activities or how resources allocated

• Poor quality marketing content

• Little positive impact on sales

• Missed competitive opportunities

• Waste

5

Coffee & Dunn’s Perspective


Great Creative = Great Marketing Agency View

Disciplined Process = Efficient Marketing

Big Ideas + Big Media = Notable Marketing

Sales Leadership + Marketing Support = Great Sales

Big Ideas +

Organization + Process + Technology + Alignment to Strategy

= Successful, Sustainable Marketing

IT/Finance View

Traditional CMO view

TRADITIONAL Sales View

View

Others’ Perspective

Coffee & Dunn’s Perspectives on Marketing


The problem is, trading out one good idea for another

is not effective if they are poorly executed. The classic

(supply chain) approaches to optimizing processes and

technology, especially in isolation, are inconsistent with

the way marketers naturally work and generally ignore

the reality that Marketing is Different.

Great ideas aren’t what they used to

be. Fancy artwork and catchy taglines

won’t overcome a lack of knowledge of

the customer or poor execution.

Marketing must step forward and lead

the organization. That means aligning

strategy, technology prowess, collaboration,

and disciplined accountability.

Marketing is Different in many ways:

• Great marketing is not only the output of a few

brilliant minds, nor should it be dumb luck. Instead

Marketing requires vision, planning, insights, and

teamwork

• Marketing’s organization design looks very different

from one organization to the next, one team to the

next -- often defying logic

• The pace of competition is rapid, requiring a new

degree of agility. Marketing must apply new

insights up to the very moment the message is

consumed.

The path forward for marketers is clear:

• Define the Operating Model to formalize Marketing

capability requirements (skills, technologies,

processes), and effectively apply it to meet customer

needs.

• Integrate technology solutions that address the wider

business considerations that afford consolidation,

speed, repeatability and consistency, and empower

the individual marketer

• Define End-to-End process to ensure role clarity,

individual accountability, and consistent

collaborations between participants.

Over the last decade marketers have “hired and

fired” agencies, worked to improve campaign

planning and execution with classic operational

approaches such as Supply Chain Management,

Six Sigma, and Lean; or with point solutions like

workflow or campaign management.

How We Help


“When we observed we had fewer and larger animals each morning,

we realized we probably needed more than one animal habitat”

- Zookeeper (J. Coffee)

Your Agenda is Our Agenda


Create the optimum design of the Marketing organization

(including internal and external resources)

Identify and deploy leading technologies to enable Marketers to

collaboratively achieve strategic and operational goals

Maximize the speed and quality of marketing content creation

and distribution through improved process

Advance Marketing’s ability to plan programming that

aligns to Sales’ goals and channels

Improve Marketing financial management for reporting

and evaluation of marketing performance

Adapt Methodology for Your Agenda Sample Deliverables

10

Marketing Operating Model

OGSM

Comprehensive Roadmap (people, process, technology)

End to end process definition

Marketing Operations Assessment

Change Management

Marketing Resource Management

Process and Technology Implementation


Benefit

Align Marketing efforts top to bottom against

business/line of business priorities

Ensure suite of Marketing technologies provide the

scope and level of capability required to support

marketing processes and enable marketers to

deliver against objectives

Align the organization to efficiently and consistently

deliver orchestrated multi-channel output

Align resources around a common end-to-end

process for campaign planning, development, and

delivery

Leverage (when appropriate) existing technology

investments to achieve expected operational

benefits. Avoid expensive technology purchases

that don’t deliver promised benefits.

Through discovery interviews, document review,

and collaborative workshops, we help you identify

and understand root causes of operational pains,

and develop an action plan to address gaps and

opportunities.

Objectives, Goals,

Strategies, Measures

(OGSM) Framework

Roadmap

Operating Model

End-to-End Marketing

Process Definition

Technology

Implementation • Resource Management

• Campaign Management

• Content Management

Marketing Operations

Assessment

Deliverable

Results for Interrelated Teams


Sales/Retail Marketing

Finance

Marketing

Operations/ IT

Information for

improved decision

making, relevant skills,

speed, budget

efficiency, unified

customer experience

Standards allowing

for routine campaign-

project cost;

leveraging enterprise

tools, cost

containment, access

to data

Modern technology to facilitate

collaboration, capacity planning,

skills development, visibility and

alignment across all segments

Ability to respond to customer

channel preferences, channel

integration, visibility into planning

11

Product

Marketing activities aligned

to meet product/ campaign

launch dates, with flexibility

for “last minute” changes

Insight &

Measurement

Valuable operational

and customer insights,

channel integration,

the right tools, access

to data

Recent Case Studies


“I’ve just taken on new

responsibilities. Help me

investigate, understand,

and communicate our

current challenges and

opportunities…”

Advisory consultants worked with client over a

series of half-day workshops,

Deliverables:

Current state diagnosis of Marketing

Operations

Fit/gap assessment

Improvement recommendations & action plan

(people , process, technology)

Executive summary and debrief

Retail

• Grocery

• Rev $40B+

• 300 associates

impacted

• US/National

focused

Marketing operations priorities for 3-year

planning horizon

Organizational context for internal and

external interactions

Understanding of highest-order operational

barriers

Definition of business drivers for marketing

Improvement responsibilities for direct

reports CMO

Client Profile Situation What We Did Outcomes

“Help us align our

resources to be more

effective, and identify a

technology roadmap”

Advisory consultants worked with the client

over two-month period to formalize a path (and

specific actions) to achieve their desired future

state.

Deliverables:

Current state analysis

“Quick hit” recommendations

Marketing operating model

End-to-end process definition

Technology roadmap

Stakeholder/Executive communication plan

Financial

Services

• Wealth

Management

• 400 associates

impacted

• Global focus

Marketing

VP

“I know we need to

upgrade our technology

and improve processes.

Can you help us confirm

our requirements, select

and implement

applicable technology?”

Implementation consultants worked with client to

discover key business and user requirements,

identify best alternatives (including re-

implementing existing technology), design the

process, configure and deploy the solution.

Deliverables:

Project work plan

Stakeholder communication plan

Discovery/requirements/alternatives

Implementation

Change management / training / support

Consumer

tech

• Mobile Electronics

• Rev. $20B+

• 100’s associates

impacted

• Global focus

Realigned headcount

Improved agency accountability

Ability to track planned and actual spend

Improved visibility into status and resourcing

Improved brand compliance

Reuse benefit from existing assets

Asset security

Increased capability maturity

Improved process repeatability

Improved role clarity and accountability

Improved cycle times and quality

Ability to prioritize executions

Global

Marketing

Operations

Director

Common End-to-End process for Marketing

Shared services and LOB focused on specific

activities in project planning and execution,

removing process ambiguity

Ability to respond to changes in volume; scale

up and down

Technology plan that enables optimum

operating model, and overcomes technology

silos

Division of labor between Sales and Marketing

Protocol for Region vs. HQ responsibilities

Our Experience

In recent years our team members have advised leading Marketers


http://www.behringerharvard.com/default.aspx

Thomas Manders

Managing Director

972.809.8402

[email protected]

Eric Rotkow

Consulting Director

678.525.3788

[email protected]

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Coffee & Dunn Inc Capabilities Overview