XYZ ASSET MANAGEMENTMARKETING SCAN ANONYMIZED SAMPLES

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INTRO AND METHODOLOGYThe key question that this marketing scan answers is whether the Marketing and Sales Support function within XYZ is ready to contribute to achieving the future ambition of XYZ.

Sub questions:• What should the Marketing function look like in order to optimally support the organisation in

fulfilling the 2022 ambition?• What type of profile should we search for when recruiting a new Head of Marketing?

The findings in this report are based on:• Studying the written plans that were provided to Hooplot Associates by XYZ

• In-depth interviews with 28 professionals from the organisation and its subsidiaries• Proprietary research data from Hooplot Associates and Fundamental IQ

Observations were validated through cross referencing, checking them within XYZ and by studying publically available information.

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A. DEVELOPING MARKETING STRATEGY & PLANNING

Best practice

Market Research: We know where our growth and results come from. We spot relevant trends earlier than our competitors.

Positioning: We articulate clearly what differentiates our organisation, products and services from those of our competitors.

Planning: Our marketing plan is based on ‘real life’ customer and competitor insights and is highly adaptable to rapidly changing market dynamics.

New Product Development: We incorporate the voice of the customer into the xxx process. No products are developed without the crucial input from marketing.

Findings

Underdeveloped: Corporate strategy is research based and there is ample knowledge in the heads of professionals, but no central function that delivers key insights.

Lacks differentiation: There is a clear description of the frame of reference. However, the points of difference are not clear. The corporate story does not stand out.

Underdeveloped: There is no clear mandate, plan, process or capability for systematic embedment of customer & competitor insights.

Ad-hoc: Marketing has no role in safeguarding that ‘the voice of the customer’ is embedded in new product development..

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1. Marketing Service Provider

2. Marketing Influencer

3. Marketing Leader

4. Marketing Innovator

Marketing Activities

Credo

Marketing Process

Sales Support

Horizon

“You ask - we run”

Promotions/CampaignsMarketing mix activities

“We help sales toachieve their target”

“Shoulder to shoulderwith sales. We want toadd to the bottom line”

“We want to lead ”

Ground-breakingmarketing organisation

Full bodied, strategicmarketing organisation

Ad-hoc 5 or more years3-12 months 3-5 years

OperationalNot capturing learningsand results

TacticalRepeatable, describedand not enforced

StrategicWell defined, standardised, mandatory

Integrated, adjustable, flexible whilst maintain-ing quality standards

STAGES OF MATURITY

Stage 1 Stage 2 Stage 3 Stage 4

Current XYZRequired XYZ

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Findings Remark

• Department Management 0.5 FTE: No clarity regarding the role of Marketing. New department head will need bring clarity and vision.

• Marketing Research 0.5FTE: In start-up phase and a crucial function Ambition 2020

• RFP Writing• Investment Writing

4FTE: Operationally functional. Governance for priority setting to be installed (anticipating growth in line with ambition).

• Brand Management• Public Relations• Marketing Communication• Internal Communication

2.5 FTE: Positioning, message architecture, communication calendar seem to be missing. No overallcommunication plan and clearly focused on coordination of investment brands.

• Production / Studio / Design• Translation Services

0 FTE: Outsourced.

• Digital / Online Marketing• Social Media

No dedicated FTE and misalignment between Communications and Marketing. There is no clarity regarding the roadmap.

Findings Remark

• Product Development 5 FTE: This is a growing function which is well staffed.

• Sales Support Sales collateral, sales planning, pipeline man. and reporting (CRM) are not well supported, yet crucial for international expansion.

• Event Management 1 FTE: This is including the 0.8 FTE from the marketer. Is seen as strength of Marketing, but FTE struggling to keep up with growth.

• Strategic / Business Marketing 0.5 FTE: is half the department head FTE. This is a significant GAPin the Marketing department causing poor translation of strategy into tactics.

• Customer Relationship Management

# FTE unclear: Clearly a function that could reside under sales support. 3 CRM configurations

• Product Specialist /• Client Portfolio Manager

0 FTE: This function currently does not exist within AAM, yet there are plans to create the role.

CURRENT STATUS MARKETING & SALES SUPPORT XYZ

Poor Good

INVESTMENT SOLUTIONS – KEY PILLAR OF STRATEGY

WHAT WE FOUND• XYZ is setting up an Investment Solutions Department

across the different investment brands in line with Ambition 2022

• The aim is to become XYZa, offering clients knowledge and investment solutions in which the best that XYZ group have to offer is leveraged to ´wow´ clients.

• Key offering will be:

• Tailored Solutions (e.g. TKPI)

• Scalable Solutions (Investment Solutions)

• Thought Leadership and knowledge sharing

CHALLENGES• Defining the plan and sorting out the division of tasks

between XXX, YYY, ZZZ, & XYZ

• Educating sales force of XYZ to sell XXX Investment (cultural differences)

• Lack of strategic/tactical marketing skill

REQUIRED FROM MARKETING• Naming & brand portfolio placement (solution brand?)• Proposition & PMC development• Customer research and insights (voice-of-the-customer)• Thought Leadership strategy, tactics and operations• Content strategy and organisation• Assess key themes in clients research & interviews

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INVESTMENT SOLUTIONS: ALIGNING SALES APPROACH CULTURE

Business Model challenges Sales force orientation challenges

Consultative selling

XX Sales & Acc.MgmtStrong at consultative selling but

occupied with zzz and zzz acc.mgmt

and onboarding

XYZ SalesFocus on Third Party product sales

based on the focus products.

XYZ General AccountFocus on developing investment

solutions specifically for yyy

XYZ Sales xxxIInvestmentSolutions

Single product:of xxx and

incentivised to

sell yyyyy, etc.

Solution: Tailored,xxxxI.

Solution:Services and

solution under

development

Pricing Philosophy:

High

Margin

Pricing Philosophy:

Low cost

Scalable

solution

Pricing Philosophy:

TBD

Thought Leadership

Content

Sales Material

Product Push

EXPECTATIONS FROM MARKETING

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THOUGHT LEADERSHIP - DRIVER OF POSITIONING?

WHAT WE FOUND• There is plenty content but no governance and system to

send it out and understand how it is performing

• A lot of content is produced, but not in an organised manner. Portfolio Managers and Investment Solutions supportive of creating content

• No concept of, system or documented plan for driving this key pillar of 2022 ambition

• No red thread, nor core themes that make sense of the scattered content

• Communications does not experience commitment for allocating investment resources for content creation

POTENTIAL THEMES• Regulation: Solvency II, FTK, etc.

• Risk management

• Pensions

• Financial Future: How to make good choices

• Longevity & Retirement

• Set up AAM work stream to develop content strategy

• Perform ‘deep dive’ content architecture

• Set up governance and processes

• Develop content calendar

REQUIRED ACTION

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AMBITION 2022 – BRIDGING THE GAPS

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Ambition 2022 requires a transformation from marketing and sales support. More specifically there are 5 initiatives to start up to close the GAP between Ambition 2022 and the stage that marketing is in. The 5 initiatives are all directly related to marketing and sales support.

GAP1: Between Ambition 2022 and marketing maturity

GAP2: Missing functions, roles and governance Marketing

GAP3: Thought Leadership ambition and the state of content management and content strategy; and investment solutions across AAM and TKPI.

GAP4: Unclarity positioning, key messages and differentiation

GAP5: Unclarity about ‘Who does what?’

Initiative1: Marketing Development Program (Consider appointing quartermaster while searching for Head Marketing, slide 54)

Initiative2: Hire & develop skill (slide 46, 47)

Initiative3A: Design content strategy & organisation (slide 49) Initiative3B: Strengthen Investment Solutions project with strategic marketing professional (slide 49).

Initiative4: Positioning Project (see slide 49)

Initiative5: Give marketing & sales support the assignment to write department plans, including roles, responsibilities and governance.

Marketing related

GAP 1: MARKETING MATURITY

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Addressing the findings mentioned in slides xx-vv:

ABCDE

Developing Marketing Strategy & Planning

Defining Brand Strategy & Managing the Brand

Understanding & Engaging Customers

Executing the Marketing Plan

Managing the Marketing Function

Findingsslide 14Findingsslide 15

Findingsslide 16

Findingsslide 17

Findings

slide 18

INITIATIVE 1: DEVELOP MARKETING TOWARDS MATURITY STAGE 3 OVER THE NEXT 3 YEARS

à TL / Content strategy & organisation

à Develop PMC’s / Personas and their

journey’s (map)

à Segmentation

à Marketing and sales year plans

per country and PMC

à Communication calendars

à Budget allocation

à Execution

à Complementary resources to deliver

(Shop open during renovation)

Implementation of metrics /

dashboard / roadmap reports

à Monthly and roadmap

report

à Deep Dive Marketing Budget

à Marketing strategy (incl. marketing tactics)

à Brand strategy

à Positioning document

à Message architecture + themes

Overall requirements

Organisational development

• Senior management

• ProfessionalsTIM

Integrated marketing pilot

• Plan

• Structure

• Short term learning

PR/digital/data/content

Focus à PMC

Develop marketing team

• Interim

• Search for Head of marketing

• Appoint Quartermaster

• Ongoing

• Advice, training, coaching

AMBITION 2022

CYCLE: ACTIONS AND MEASURES

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